International Journal of Contemporary Management, Issue 16(1), 2017, pp. 7 - 9
International Journal of Contemporary Management, Issue 16(1), 2017, pp. 11 - 33
https://doi.org/10.4467/24498939IJCM.17.001.7045International Journal of Contemporary Management, Issue 16(1), 2017, pp. 37 - 59
https://doi.org/10.4467/24498939IJCM.17.002.7046International Journal of Contemporary Management, Issue 16(1), 2017, pp. 61 - 81
https://doi.org/10.4467/24498939IJCM.17.003.7047International Journal of Contemporary Management, Issue 16(1), 2017, pp. 83 - 108
https://doi.org/10.4467/24498939IJCM.17.004.7048International Journal of Contemporary Management, Issue 16(1), 2017, pp. 109 - 126
https://doi.org/10.4467/24498939IJCM.17.005.7049International Journal of Contemporary Management, Issue 16(1), 2017, pp. 127 - 143
https://doi.org/10.4467/24498939IJCM.17.006.7050International Journal of Contemporary Management, Issue 16(1), 2017, pp. 145 - 165
https://doi.org/10.4467/24498939IJCM.17.007.7051Słowa kluczowe: gender, innovation, innovation process, innovative enterprise, institutional environment., policy, entrepreneurship, innovation, gender inequality, National Innovation Systems, Tripple Helix Model, Quadruple Helix Model., corporate image, employer image, image determinants, customers’ perspective., gender, entrepreneurship, entrepreneur, self-employed., innovation, innovativeness, women, gender, entrepreneurship, Baltic Sea Region., creativity, gender, management, university students, research., de-internationalisation, export withdrawal, escalation of commitment, SMEs, Europe.