Ruth Alas
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18 publications
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Leadership Style During Transition In Society: Case of Estonia
Ruth Alas , Külliki Tafel , Krista Tuulik -
Trends and developments in human resource management practice in Estonia in the institutional context
Tõnu Kaarelson , Ruth Alas -
Gender equality in post-socialist country: case of Estonia
Ruth Alas , Tõnu Kaarelson -
Innovation and corporate social responsibility in Estonian organizations
Ülle Übius , Ruth Alas , Sinikka VanhalaProblems and Perspectives in Management Volume 7, 2009 Issue #1 (cont.)
Views: 482 Downloads: 205 TO CITE -
Factors predicting the innovation climate
Ruth Alas , Ülle Übius -
Leadership in Estonia
Krista Tuulik , Ruth Alas -
The impact of crisis on enterprise life-cycle
Junhong Gao , Ruth Alas -
Values in institutional context
Krista Tuulik , Ruth Alas , Peeter Lorents , Erika Matsak -
Characteristics of a coaching culture in leadership style: the leader’s impact on culture
Signe Vesso , Ruth Alas doi: http://dx.doi.org/10.21511/ppm.14(2-2).2016.06Problems and Perspectives in Management Volume 14, 2016 Issue #2 (cont. 2) pp. 306-318
Views: 2146 Downloads: 1077 TO CITEThis article develops a theoretical framework for coaching-related issues, and two models are described. The first is the “Coaching Culture Characteristics in Leadership Style” model (3C model), which evaluates the characteristics of a coaching culture in the leadership style of organizations. The second model “Leader’s Impact on Culture” (LIC model) describes how the impact of leaders, relationship orientation in teams and task/change orientation are interconnected. In order to study the characteristics of a coaching culture in leadership style and the leader’s impact on culture, the authors conducted an empirical survey in 2015. Results indicate that most Estonian companies are in phase two of the 3C model. According to the survey results, the most important development areas for Estonian leaders are leader trustworthiness and behavior towards team members
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Cultural diversity and business schools’ curricula: a case from Egypt
Ruth Alas , Mohamed Mousa doi: http://dx.doi.org/10.21511/ppm.14(2-1).2016.01Problems and Perspectives in Management Volume 14, 2016 Issue #2 (cont. 1) pp. 130-137
Views: 1239 Downloads: 398 TO CITEThe French Ecole Supérieure Libre des Sciences Commercial Appliquées (ESLSCA) in Paris is one of the most important global culturally diverse private business schools in terms of its number of branches and its history. ESLSCA has had a branch in Cairo in Egypt for about 17 years. This qualitative study seeks to focus on ESLSCA-Egypt branch to investigate the extent to which cultural diversity is included in its MBA curricula. The main methods for collecting data are document analysis, a number of semi-structured interviews, and a review of relevant literature. The study findings have meaningful implications for the practices of business schools’ education and training
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Success factors for teams in business game Dynama
Ruth Alas , Peeter Kross , Anto Liivat , Jaanika Saar doi: http://dx.doi.org/10.21511/ppm.16(1).2018.30Problems and Perspectives in Management Volume 16, 2018 Issue #1 pp. 309-319
Views: 1566 Downloads: 266 TO CITE АНОТАЦІЯThe current article is based on data from Dynama business games conducted in two Estonian institutions of higher education (Estonian Business School (EBS) and Estonian Entrepreneurship University of Applies Sciences) between years 2012 and 2016. The research questions that this paper attempts to explore look at the relationship between the results obtained by different teams in business game Dynama and their teams’ characteristics. The paper also shows how the volume of market research information used affects the results obtained by different teams in the business game. This research of implementational nature primarily helps to develop the teaching methods and basis for team composition in business game Dynama with the purpose of sup¬porting the course and achieving the learning outcomes in a more effective way. The research results may also be of interest to those who use and research business games as a teaching tool. The variables employed in this study enabled us to compare our research with that conducted by A.-E. Lerviks and M. Paltschik at Hanken School of Economics and Business Administration in 1982.
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