Comparative Capitalism and the Transitional Periphery
Show Less

Comparative Capitalism and the Transitional Periphery

Firm Centred Perspectives

Edited by Mehmet Demirbag and Geoffrey Wood

With a growing body of literature dealing with business and management issues in the transitional economies of Central and Eastern Europe, the study of the ‘transitional periphery’, or post-Soviet economies, is sparse. A combination of rich natural resources and strategic locations make these economies of significant importance. This book provides fresh and recent research on both firms and the business environment in this region. It serves as a key reference work for those interested in comparative capitalism, business and society in the post state socialist world.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 3: Mongolian management: local practitioners’ perspectives in the face of political, economic and socio-cultural changes

Saranzaya Manalsuren, Marina Michalski and Martyna Śliwa


This chapter discusses the understandings, practices and influences upon management in contemporary Mongolia. It draws on a rich dataset of 45 in-depth qualitative interviews with Mongolian senior management practitioners. The sample of participants consists of three groups _ ‘socialist era’, ‘transitional era’ and ‘non-native’ Mongolian managers _ representing the key categories of managers currently working in Mongolian organizations. The discussion explores the understandings of management and managerial roles in the Mongolian context. The authors also offer insights into the specific practices that characterize management in Mongolia, and explain their occurrence through examining a range of interconnected influencing factors: from nomadic cultural heritage and the legacy of socialism, to the country’s unique trajectory of economic transition from socialism to capitalism, and the political and legal structures that shape the stability of the business environment in present-day Mongolia. The chapter concludes with implications for managers and political authorities in the Mongolian context.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.