Accel Elektroniska (AE)

, 87

Accel Share Company (ASC)

, 82–96, 124–127

Acela Elektroniska (AE)

, 85–87

Acquisition

, 23–24, 117

Active/engaged mode of participation

, 169–170

Actors

, 26–27, 34, 37, 71, 100–101, 106, 175

Adaptability

, 175, 177

Advertisement

, 19, 101

Agreement

, 13–14, 29, 33–34, 57, 78, 97, 116

Aims

, 62–63

Alliances

, 141–142

AE description

, 85–87

of ASC

, 82

ASC changes in

, 88

BTSC motives for forming

, 24–25

changes in

, 89–90

changes since formation in PLM

, 22

establishment changes of ASC

, 91

failures

, 67

formation and motives of ATSC

, 60

formation of ASC

, 96

motives

, 154

past and ongoing performance of

, 145–147, 146

positive development in PLM

, 22

transformation of

, 158–161

Ardah Glass Gostyn S. A. (AGG)

, 20, 22

Arvidsson (AT)

, 64–68

Arvidsson Textile Share Company (ATSC)

, 59–68, 120–122

Arvydaz Maldziunas (AM)

, 85, 88

Assembly lines

, 85

Attitude changes

of local authorities

, 56

of local employees

, 56

of local people

, 56

toward Ragn-sells

, 108

Attitudes

of local people of ASC

, 91

in Paroc

, 10

Authorities

attitudes of Ragn-sells

, 104

of Paroc

, 76–77

relationships of Paroc

, 81

Baltic States

, 17–18, 48–50, 69, 81, 123, 157

Bookkeeping

, 85, 86

BRICS

, 161–163

Budget(s)

, 41–42, 129–131

Bulgaria

, 48–49, 174

Bulten Tools Share Company (BTSC)

, 24–32, 114–116

Bureaucracy

, 48–49

in Paroc

, 11, 76–77

Bureaucratic changes in Paroc

, 16

Business activities

, 154

Business difficulties of AE

, 86–87

Business modes differences of AE

, 86–87

Business policies on JV development in PLM

, 21

Buyer-seller relationship

, 19, 38–39, 84–85

Capital

, 24–25, 85

Carbon capture and storage (CCS)

, 53

Case studies

, 158

CEE markets

, 39, 100

Central Europe

, 17–19, 30–31, 161, 168, 172

Central sterile supply department (CSSD)

, 42–43

Certification, ISO

, 83, 85

Challenges, performance in dealing with

, 156

Change

in alliance of ASC

, 88–90

of context

, 147–150

in environment of ASC

, 90

of general environment in transition economies

, 148–149

in internationalization policy of Paroc

, 79–80

of local authorities attitudes of Paroc

, 77–78

of market and customers structure in Paroc

, 6

of motives

, 137–139

of networking

, 144

observed in market in PLM

, 22–23

in ownership Structure of BTSC

, 31

in Paroc

, 10

of production lines of Paroc in Poland

, 13

of resource contributions

, 20–21, 138–141

sales volume, revenue, and number of employees of PLM

, 20

since formation of alliance in PLM

, 22

of Vattenfall in procurement strategy

, 52–53

Changes in attitudes

of local authorities

, 56

of local employees

, 56

of local people

, 56

Changes of ownership

of ASC

, 92

in Paroc

, 15, 72

structure in Paroc

, 13

Classification of transition economies

, 148–149

Collaboration of Vattenfall with Government in 2002

, 50

Commitments

, 138

Common motives

, 138

Communication

, 23

of Vattenfall

, 57

Communication problems in Paroc

, 15

Comparative study of firms

, 171–172

Competence

, 14, 17–18, 26, 113

Competition changes of Getinge

, 45

Competition of Ragn-sells

, 101

Competitive advantage

, 38, 84, 133–135, 155

Competitive strategies

, 177–179

Competitors

, 4, 45, 101, 106, 128, 159–160

Components

, 27, 82, 124–125, 178

Computer Aided Design system (CAD system)

, 88

Conflict management

, 23

Constraints/difficulties Ragn-Sells

faced in Estonia

, 103

faced in Latvia

, 106

faced in Poland

, 108

Contacts with Vattenfall customers

, 55

Control

, 27–28, 116

Cost

, 179

Credit

, 41

Cultural differences of ASC

, 95

Cultural factors

, 148–149

Culture style in Paroc

, 11

Current markets of Paroc

, 79

Customer relation management

, 23

Customer relationship

of Getinge

, 46

management of Getinge

, 41, 44

in Paroc

, 8–9

Customer services

, 39

Customers

, 4–6, 45–46, 106

Customs authorities

, 29–30

Czech Republic

, 16, 17–18, 34, 37–38, 43, 45–46, 47, 116–117

Data collection

, 22

Decision-making

, 4–5, 68, 131

Deliberalisation

, 54

Developed countries

, 161–164

Developing countries

, 161

Development process

, 42, 156

Distribution channel

, 71

Dominant/transformative mode of participation

, 169–170

East European Markets of Arvidsson

, 67–68

Eastern and Central Europe (ECE)

, 12, 168–172, 174–175, 177–179

market differences in Paroc

, 12–13

markets in PLM, changes in

, 23

Eastern Europe

, 12, 16–17, 28, 45, 124–125

Economic conditions and impact on Getinge’s sales volume

, 47

Economic development

, 51–52

Economic situation

, 103, 126

Efficiency

, 33–34, 50

Electrocieplownie Warszawskie SA (EW)

, 51

Electrolux in Hungary

, 43–44

Eleventh National Investment Funds (ENIF)

, 24–27

Emerging markets

, 161–164

managerial implications

, 173–176

research implications

, 167–172

strategies implications in

, 176–181

EMNCs

, 175–176, 179

Empirical studies

, 176–178, 180

Employees in countryside in Paroc

, 14

Entering new markets

, 99

Entrepreneurship

, 180–181

Environmental changes of BTSC

, 32

Environmental factors

, 130, 157

Environmental issues

, 157

Establishment

changes of alliances of ASC

, 91

JV

, 16–17, 31, 68–69, 97

Estonia

Arvidsson

, 64–68, 64

ATSC

, 59–68, 120–122

Ragn-Sells in

, 96–108

European Bank for Reconstruction and Development (EBRD)

, 6–7

European emerging markets (EEMs)

, 154–158, 163–164

European transitional economies

, 129, 138, 145, 150

European transitional emerging markets (EEMs)

, 175–176

European Union (EU)

, 36, 44–45, 47, 141–142

membership

, 85, 95, 147

Exchange of resources

, 172, 176, 179–180

Expectations, partners’

, 22, 63, 67, 93

Experience

, 14, 18, 32, 62–64, 155

Expertise

, 4, 120, 125–126, 141

Export

, 33–34, 116

Facilities, changes in

, 100

Fast adapters

, 75

Fast complete adapters

, 153

Fast complete adapting countries

, 3–39, 49–58, 154, 157

Finance of Vattenfall

, 54

Financial center location change of Paroc

, 81–82

Financial constraint

, 41–42

Financial crisis

, 44–45, 118–119, 129–131, 156, 157

Financial institutions of Paroc

, 75

Financial market operations of Ragn-sells

, 101

Financial matters

, 12, 97–98

Financing

, 23

of ASC

, 96

change after 2009 in Paroc

, 15–16

in Paroc

, 12, 75

Finland

, 3, 13–14, 49–50, 55, 62–63, 72

First mover advantage

, 116–118, 129, 138

Foreign direct investment

, 180–181

Foreign firms

, 10, 29, 129–131, 135, 155

changes in attitudes of local authorities toward

, 56

changes in attitudes of local employees toward

, 56

changes in attitudes of local people toward

, 56

changes in authorities attitudes toward

, 104

changes of attitudes toward Ragn-sells in

, 108

changes of local authorities attitudes toward

, 77–78

changes of local customers attitudes toward

, 106

local authorities’ attitudes on

, 91–92

Form of operations of ASC

, 92

Formation of alliance of ATSC

, 60

Future markets of Paroc

, 79

General environment

of ASC

, 84–85

of ATSC

, 63–64

of BTSC

, 28–30

changes of Paroc

, 75

of Getinge

, 41–42, 45, 48–49

in Paroc

, 5–6, 9–10, 14–15, 70–71

of PLM

, 19–20

of Ragn-sells

, 98–99

in Svedala

, 35–36

of Vattenfall

, 51, 53

Getinge

, 155

Getinge in Hungary (GEH)

, 39–49, 117–119

Getinge industries (GSC)

, 39

Gornoslaski Zaklad Electroenergetyczny (GZE)

, 57

Gostym

, 16–17, 23–24

Government

attitude

, 179

authorities

, 40–41, 77, 112, 168

policies of Paroc

, 76–77

regulations

, 17–18, 40–42

relationships of ASC

, 91, 95

Green-field investment

, 68–69, 73

Growth

of networking

, 143–145

of strategies

, 157–158

Guarantee

, 17

HG Medical Instruments Ltd. (HGMI)

, 39–40, 46

Getinge’s relationship with

, 48

Host country

, 131–133

Human Resource Management (HRM)

, 21, 23, 101

Hungarian customers of Getinge

, 45–46

Hungary

Getinge in

, 39–49

Svedala in

, 32–39

Hypothesis testing mixed method

, 170–171

Implications

managerial

, 173–176

research

, 167–172

strategies

, 176–181

Import

, 27, 40–41, 123

Individual motives

, 137–138

Inflation

, 9–10, 19, 29–30, 74

Information

, 23–24, 57, 169–170

Infrastructure

, 32, 93–95

Initial learning

, 141–143

Input

, 26

Institutional factors

, 148–149

Institutional factors

, 157

Insulation

, 4, 74

Internal pricing in Paroc

, 11

International business

, 41–42, 131–133, 143, 177–178

International Financing Corporation (IFC)

, 4

International licensing

, 177–178

International marketing

, 177–178

International Standard Organization (ISO)

, 85

Internationalization

activity changes of Paroc

, 73

of ASC

, 94

of BTSC

, 30–31

policy changes of Paroc

, 73, 79–80

Interviews

, 15–16, 23–24, 64, 169–170

Investment

, 4, 17, 22, 48

Joint venture (JV)

, 4–5, 15–16, 173–175

changes of Vattenfall in Marketing

, 55

establishment in PLM

, 16–17

establishment in Ragn-Sells

, 97

establishment of Paroc

, 68–69

facing difficulties in collaboration with Swedish Partner

, 53–54

formation in Svedala

, 32–33

in Paroc

, 6–7

termination in Svedala

, 36

Knowledge

, 14, 23, 29, 50, 71, 97, 112–113, 116, 141–142

Language

, 19, 116–117

Language barrier

, 71

Latvia

constraints/difficulties Ragn-Sells faced in

, 106

legal environment in

, 105

Ragn-Sells in

, 104

Latvian markets entry

, 102

Law and regulations

, 156

Learning

, 155–156, 155

of AE

, 85–86

of Arvidsson

, 65–66

of ASC

, 83, 89, 93

of ATSC

, 61–62

of BTSC

, 26–27, 31–32

of Getinge

, 40, 43

impact on JV development in PLM

, 21

initial and updated

, 141–143

in Paroc

, 4–5, 7, 14, 69, 73, 80

of PLM

, 18

of Ragn-sells

, 98, 100

in Svedala

, 34, 38

of Vattenfall

, 51, 55

Legal environment in Latvia

, 105

Legal institutions

impact of Ragn-sells

, 106–107

of Paroc

, 75–76

Limitation

, 168, 171, 173

Literature

, 164, 171

Lithuania

ASC

, 82–96

ASC in

, 124–127

Paroc

, 68–82, 71–79

Lithuanians Attitude toward ASC

, 96

Loan

, 69, 75

Local authorities’ attitudes of ASC

, 91–92

Local culture of Paroc

, 78–79

Local customers attitudes of Ragn-sells

, 106

Local market know-how

, 116

Local partner

, 4, 26, 33–34, 40–41, 68, 82, 84, 114–115, 117–118, 120, 122, 155–156, 173, 175

Long-term objectives

, 27–28

Low production cost

, 29–30, 64, 120–121

Management

, 23

of Paroc

, 81

style

, 78–79, 85

Managerial gap of ASC

, 90–91

Managerial implications

, 173–176

Manpower

of Getinge

, 47

of Vattenfall

, 55

Manufacturing

, 3, 79, 94, 124

Market

changes of Ragn-sells

, 102–103

developments of Paroc

, 71–72

economy

, 5, 16–17, 35–36, 86–87, 129

entry strategies

, 177–178

knowledge

, 141

of Paroc

, 80

share

, 20–21, 38, 123

Market structure

of Getinge

, 45

and operation in Paroc

, 8

Marketing

changes of ASC

, 88–89, 94–95

international

, 177–178

JV changes in

, 55

Medium complete adapting countries

, 59–108, 157

Mixed method

, 170–171

Mode of operations changes in PLM

, 21

Motives

of AE

, 85

of alliance of ATSC

, 60

of ASC

, 87, 92

of BTSC for forming alliance

, 24–25

change of

, 137–138, 139

of Getinge

, 40, 42

of Paroc

, 3–4, 6, 13

of PLM

, 17–18

in Svedala

, 33

Multinational business enterprise (MBE)

, 180–181

Multinationals

, 172, 175–176, 179

Mutual interest

, 72

National Investment Fund (NIF)

, 20

Negotiation(s)

, 23

of BTSC

, 25

of Paroc

, 76

rules in PLM

, 21

style in Paroc

, 11

Neighboring markets in Paroc, operations in

, 9

Network(s)

, 155–156

of AE

, 86

of Arvidsson

, 66–67

of ASC

, 83, 89, 93–94

of ATSC

, 62

of BTSC

, 27

consolidation and creation in Svedala

, 37–38

development of Ragn-sells

, 105, 107

of Getinge

, 40–41, 43–44, 48

in Paroc

, 5, 7, 69–70, 73

of Ragn-sells

, 98, 102

in Svedala

, 34

Networking

change of

, 144

growth of

, 143–145

New cooperation in PLM

, 21

New joint venture

of Arvidsson in Estonia

, 65

establishment of BTSC

, 31

New rules on JV development in PLM

, 21

Nikkinen Menu Aktieselts (N&MAS)

, 60–64

Nordic Countries

, 17–18, 70–71

Nordic Environment Finance Corporation (NEFCO)

, 6–7

Nordic Investment Bank

, 6–7

Number of employees in PLM

, 20

Number of employees in Ragn-sells

, 100

Operations

changes of ASC

, 94–95

changes of Vattenfall in Poland

, 52

in neighboring Country of Getinge

, 46

of Vattenfall in Poland

, 49–50

Opportunities

performance in dealing with challenges and

, 156

of Ragn-sells for new alliance

, 103

Organizational changes of ASC

, 88–89, 94–95

Organizations

, 114, 155–156

Ownership changes

after 2009 in Paroc

, 15–16

of ASC

, 88, 92

in Paroc

, 15, 72

in PLM

, 20

of Vattenfall in Poland

, 52

Ownership structure change

of BTSC

, 31

in Paroc

, 13, 79

of Ragn-sells

, 99

Paroc Rockwool in Lithuania (PRL)

, 122–124

Paroc Rockwool in Poland (PRP)

, 111–113

Partec Rockwool (Paroc)

, 3–16, 68–82

Partners

, 26–27

contribution changes of Ragn-sells

, 99

Performance

of AE

, 86

of Arvidsson

, 67

of ASC

, 83–84, 89, 94

of ATSC

, 62–63

of BTSC

, 27–28

in dealing with challenges and opportunities

, 156

of Getinge

, 41, 44, 48

Paroc

, 5, 8, 14, 70, 74, 81

past and ongoing

, 145–147, 146

of PLM

, 18–19, 22

in post joint venture period in Svedala

, 38–39

of Ragn-sells

, 98, 103, 105, 107

in Svedala

, 35

Permission

, 14–15, 25, 103

Phases

Arvidsson

, 64–68

ASC

, 82–85, 87–96, 124–127

ATSC

, 59–64, 120–122

BTSC

, 24–32, 114–116

case comparison in different phases

, 129–135

GEH

, 117–119

Getinge

, 39–49

Paroc

, 3–16, 68–79

PLM

, 16–24, 113–114

PRL

, 122–124

PRP

, 111–113

Ragn-Sells in Estonia

, 96–108

RSE

, 127–129

SHE

, 116–117

Svedala

, 32–36, 36–39

VAP

, 119–120

Vattenfall

, 49–52, 52–58

Planned economy

, 19, 29, 119

Plants

, 14–15, 73

PLM

, 113–114

in Poland

, 16–24

Poland

BTSC in

, 24–32, 114–116

constraints/difficulties Ragn-Sells faced in

, 108

network development

, 107

Paroc in

, 3–16

PLM in

, 16–24, 113–114

positive developments in Poland

, 107–108

technological development

, 107

Vattenfall in

, 49–58

Polish culture

, 5

Polish markets entry

, 102

Political change

, 51–52, 116, 147

Political factors

, 148–149

Political institutions

impact of Ragn-sells

, 106–107

of Paroc

, 75–76

Positive development

of alliance in PLM

, 22

of Paroc strategic alliance

, 77

in Poland

, 107–108

Price

, 12, 23

Pricing

of Getinge

, 47

in Paroc

, 12, 74

of Ragn-sells

, 101

of Vattenfall in Sweden and Poland

, 56–57

Privatization

, 4, 16–17, 35, 111, 157

Procurement

, 4, 6, 52–53, 87

Product design of BTSC

, 30–31

Product development

, 23

in Paroc

, 12, 80

and quality of Paroc

, 81

of Vattenfall in Sweden and Poland

, 56

Production

line change of Paroc in Poland

, 13

of Paroc

, 80

technology of Vattenfall

, 53

Profitability

, 114

analysis

, 21–22

Project management (PM)

, 85

Promotion

of Paroc

, 74

of Ragn-sells

, 101

Purchasing

, 7

raw material

, 13–14, 47

Quality

control

, 21, 26, 29, 114–115

development

, 14–15

of Paroc

, 81

Ragn-Sells (RS)

, 96–108

in Latvia

, 104

Ragn-Sells in Estonia (RSE)

, 106, 127–129

Raw material purchasing

Getinge

, 47

Paroc

, 13–14

Recruitment

, 4, 28–29, 150

Relationship

authorities

, 81

buyer-seller

, 19, 38–39, 84–85

customer

, 8–9, 46

Research and development (R&D)

, 85

Research approach

, 170–171

Research findings

, 168–169, 173

Research implications

, 167–172

comparative study of firms

, 171–172

hypothesis testing mixed method

, 170–171

Research issues

, 153–158

Research outcomes

change of context

, 147–150

change of motives

, 137–139

change of networking

, 144

change of resource contributions

, 138–141

changes of general Environment in Transition Economies

, 148–149

growth of networking

, 143–145

initial and updated learning

, 141–143

past and ongoing performance of alliance

, 145–147, 146

Research questions

, 129, 153

Resistant/passive mode of participation

, 169–170

Resource contributions

, 155–156

change of

, 138–141

Resources

of AE

, 85

of Arvidsson

, 65

of ASC

, 82–83

of ATSC

, 60–61

of BTSC

, 26

of Getinge

, 40, 42–43

in Paroc

, 4, 7, 69

of PLM

, 18

of Ragn-sells

, 97–98

in Svedala

, 33–34

of Vattenfall

, 51

Resources contribution

of ASC

, 93

changes in PLM

, 20–21

changes of ASC

, 87

of Paroc

, 72

of Vattenfall in procurement strategy

, 52–53

Revenue changes in PLM

, 20

Rexam

, 16

Risk

, 4–6, 15–16

Rules and regulations of Vattenfall

, 54

Rumania

, 174

Russia

, 6, 9, 12–14, 16, 48–49, 71–73, 85, 112

SAAB

, 85–86

Sales

company of Paroc

, 80

volume changes in PLM

, 20

volume of Ragn-sells

, 100

Segment

, 20, 42–43, 46

Sensors

, 94

Services, changes in

, 100

Shareholder

, 4, 27–28, 31, 79

Shares

, 4, 15

SIDA

, 61, 63–64

Skills

, 94–95

development

, 61

Slovak Republic (Slovakia)

, 34, 37–38, 116–117

Slovenia

, 48–49

Social factors

, 148–149

Social package

, 17

Sound operation

, 154

State economy

, 5–6

State planned bureaucracy

, 29–30

Strategic alliance transformation imagination

, 173

Strategies implications in emerging markets

, 176–181

Suppliers

, 24–25

Svedala in Hungary (SEH)

, 32–39, 116–117

Sweden

pricing of Vattenfall in

, 56–57

product development of Vattenfall in

, 56

Swedish customers of Getinge

, 45–46

Swedish Firms

, 49–50, 53, 73, 141, 156, 159–160, 171–172, 180

Tacit knowledge

, 141–142

Taurus Rubber Company (TRC)

, 32–38, 116

Tax

, 16

Technical competence

, 89, 124–125, 141

Technical development of Vattenfall

, 53

Technological development

changes of ASC

, 96

of Ragn-sells

, 107

Terras input

, 85

Theoretical framework

, 129, 175–176, 180

Training

, 4, 26, 44, 114–115

Transformation of alliances

, 158–161

Transitional economies

, 114, 116–117, 119, 121, 127, 138, 143

Transitional emerging markets

, 116, 129

Updated learning

, 141–143

Uppsala model

, 180–181

Urban migration in Paroc

, 8

Validity

, 169–172

Vattenfall Heat Poland S. A. (VHP)

, 57

Vattenfall in Poland (VAP)

, 49–58, 119–120

West European Markets of Arvidsson

, 67–68

Western countries differences in Paroc

, 12–13

Western Europe

, 100

Western management

, 89–90, 113–114, 115–116, 123, 129, 131, 141, 143

Western management style

, 29, 85

Western style

, 10, 76, 81