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The discussion of sustainable development focused attention on new environmental goals and raised the issue of improving resource productivity. A first step towards sustainability would be to slow‐down and reduce the man‐induced movements of materials: this is the focus of dematerialization approach which emphasizes what socialist countries used to neglect most – minimizing the use of scarce input factors. This paper applies the dematerialization approach to the discussion on sustainable development in central and eastern Europe. In the early 1990s all countries in eastern Europe have developed new environmental programs which mainly focus on reducing pollution. Environmental strategies focusing on reducing emissions are important but not sufficient for reaching sustainability. A new orientation in the environmental policy in the young market economies is required. Dematerialization approach can be a new option for environmental policy in central and eastern Europe. Dematerialization requires a mix of instruments. Important role can be played by an ecological fiscal reform which covers ecological tax reform and the restructuring of subsidies.

In the former Yugoslavia and Soviet Bloc countries of Central and Eastern Europe most information technology was unavailable, unaffordable or discouraged for forty years. These countries realise that they must improve their internal infrastructures if they are to become integral parts of the global information infrastructure. We report the results of a mail survey conducted in late 1994 and early 1995 of seventy research libraries in Croatia, Czech Republic, Hungary, Poland, Slovakia and Slovenia, building on the findings from interviews conducted with 300 persons in the region in 1993–1994. Results show that these libraries are acquiring automated processing systems, CD‐ROM databases, and connections to computer networks at a rapid rate and that automation activity has increased substantially since 1989; we report specific data on system implementation and network services by country and by type of library. ‘Access’ is their top reason to automate, which appears to mean placing the catalogue online with better search capabilities and putting items on the shelves faster — but does not necessarily mean improvements in self‐service for library users. Co‐operation and standards are highly‐ranked automation goals, yet we find anomalous results on each. Management goals focus more on speed and processing than on management information, staffing or advancing the mission of the parent organisation. Management of human resources ranks low, despite the need for wider staff involvement in the system selection process, education of technically‐trained library professionals, continuing training of staff and training of library users. We conclude with implications of these results for the region.

The presented study pinpoints transformation of business models of small and medium enterprises (SMEs) in the food and beverage sector depending on their sustainability strategy. This paper makes a novel contribution to understanding various instruments of sustainability implementation in SMEs’ business models operating in the food and beverage industry of well-developed Western European countries versus less-developed Central–Eastern European countries.

The empirical basis is a survey of 770 European SMEs, of which 369 operate in Western European countries (including Great Britain, Germany and Spain) and 401 in Central and Eastern Europe (including Poland, Croatia and Russia). The nonparametric U Mann–Whitney test was used to examine the significance of the differences between the two groups of companies.

The study empirically confirmed that despite self-declared lack of skills and knowledge in managerial impacts of sustainability, it shapes business models of SME in both country groups in food and drink industry. At the same time, the motivation grounds for business models transformation toward sustainable models vary between mostly economic factors in Eastern Europe and social and cultural factors in Western Europe. The economic factor is formed due to smaller integration into social investments at the SME-level Eastern European countries, while Western European SMEs invest more in a variety of sustainability supporting instruments (R&D, new equipment).

This comparative study is the novel empirical research study on the implementation of sustainability into business models of food and beverage SMEs operating in two groups of Western and Central–Eastern European countries, which has not been previously observed in such a setting.

Cross-cultural research constitutes a pivotal topic for marketing; however, the literature indicates that there are a few studies analyzing social media reviews from a cross-cultural perspective using cultural proximity (supra-national level) as a proxy of culture. Therefore, the purpose of this study is to identify cross-cultural differences in service evaluations and specifically, in hotel appraisals among tourists from Central, Eastern (including Post-Soviet States), Northern and Southern Europe.

A quantitative approach has been taken by studying online user-generated ratings of hotels on Trip Advisor. In total, 1,055 reviews of five hotels in Greece were used for the study.

Multivariate analysis of variance and analysis of variances results confirm cultural differences in overall service evaluations and attributes (value, location, sleeping quality, rooms, cleanliness and service) of tourists from various European regions. Specifically, Eastern Europeans uploaded more reviews than any other European group, whereas Northern Europeans were more generous in their appraisals than Eastern, Southern and Central Europeans.

The results of the study could be used for segmentation purposes of the European tourism market and for recognizing, which aspects of their services need to be improved based on the segments they serve. Moreover, managers should encourage Northern and Eastern Europeans to upload their reviews as both groups are more generous in their evaluations. Moreover, the findings are useful to marketers of other services.

To the author’s knowledge, this is the first study that examines cross-cultural differences in hotel appraisals from a supra-national perspective including developed (Northern and Western Europe), developing (Southern Europe) and emerging tourism markets (Eastern Europe).

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

In this chapter, we attempt to establish global leadership broadly and intercultural competence specifically as constructs of leadership that are essential in the global context and accessible and applicable within the Eastern and Central European context. We examine several international studies of global leadership and cultural differences and highlight the patterns of culturally bounded values and behaviours that can be found in Eastern and Central Europe. We also explore the dimension of intercultural competence, its development, and share two case studies where intercultural competence was either enacted or needed in an Eastern or Central European context. Finally, we share different frames that can and/or have been employed to examine glonal leadership in Eastern or Central Europe. By looking at the cultural differences that have been uncovered in the region and the concept of intercultural competence as foundational to success, we can see that leaders aspiring to global leadership work in this region can find the dimensions of global leadership that will support their goals. The development of intercultural competence specifically and global leadership acumen broadly can be a topic for a different chapter in a different volume.