Publication date: 18.03.2019
Licence:
CC BY-NC-ND
Editorial team
Editor-in-Chief Ewa Bogacz-Wojtanowska
International Journal of Contemporary Management, Issue 17(4), 2018, pp. 7 - 26
https://doi.org/10.4467/24498939IJCM.18.034.10020International Journal of Contemporary Management, Issue 17(4), 2018, pp. 27 - 43
https://doi.org/10.4467/24498939IJCM.18.035.10021International Journal of Contemporary Management, Issue 17(4), 2018, pp. 45 - 64
https://doi.org/10.4467/24498939IJCM.18.036.10022International Journal of Contemporary Management, Issue 17(4), 2018, pp. 65 - 91
https://doi.org/10.4467/24498939IJCM.18.037.10023International Journal of Contemporary Management, Issue 17(4), 2018, pp. 93 - 110
https://doi.org/10.4467/24498939IJCM.18.038.10024International Journal of Contemporary Management, Issue 17(4), 2018, pp. 111 - 134
https://doi.org/10.4467/24498939IJCM.18.039.10025The Impact of Transport Infrastructure on International Inbound Tourism – A Gravity Model for Poland
International Journal of Contemporary Management, Issue 17(4), 2018, pp. 135 - 154
https://doi.org/10.4467/24498939IJCM.18.040.10026International Journal of Contemporary Management, Issue 17(4), 2018, pp. 155 - 178
https://doi.org/10.4467/24498939IJCM.18.041.10027International Journal of Contemporary Management, Issue 17(4), 2018, pp. 179 - 204
https://doi.org/10.4467/24498939IJCM.18.042.10028International Journal of Contemporary Management, Issue 17(4), 2018, pp. 205 - 233
https://doi.org/10.4467/24498939IJCM.18.043.10029International Journal of Contemporary Management, Issue 17(4), 2018, pp. 235 - 254
https://doi.org/10.4467/24498939IJCM.18.044.10030International Journal of Contemporary Management, Issue 17(4), 2018, pp. 237 - 281
https://doi.org/10.4467/24498939IJCM.18.046.10032EU Multi-Annual Financial Framework in the Perspective of 2021–2027. Assumptions and Area of Changes
International Journal of Contemporary Management, Issue 17(4), 2018, pp. 255 - 266
https://doi.org/10.4467/24498939IJCM.18.045.10031International Journal of Contemporary Management, Issue 17(4), 2018, pp. 283 - 301
https://doi.org/10.4467/24498939IJCM.18.047.10033International Journal of Contemporary Management, Issue 17(4), 2018, pp. 303 - 324
https://doi.org/10.4467/24498939IJCM.18.048.10034International Journal of Contemporary Management, Issue 17(4), 2018, pp. 325 - 338
https://doi.org/10.4467/24498939IJCM.18.049.10035International Journal of Contemporary Management, Issue 17(4), 2018, pp. 339 - 353
https://doi.org/10.4467/24498939IJCM.18.050.10036International Journal of Contemporary Management, Issue 17(4), 2018, pp. 355 - 369
https://doi.org/10.4467/24498939IJCM.18.051.10037Słowa kluczowe: entrepreneurship, design-led approach, design thinking, method, methodology, destination marketing, communication, convention bureau, non-profit, fundraising, technology, mobile payment, luxury, CSR, corporate social responsibility, luxury brand, ethical behaviour, corporate culture, Siberian organizations, consistency concept, harmonization, intellectual capital, reporting, third mission, foreign inbound tourism, transport infrastructure, gravity model, determinants of international tourism flows, Poland, institutional theory, practices, publishing, management journals, Americanization., human capital, logistics, knowledge management, ethnopolitics, national minority organizations, Russian minority, post-Soviet area, Eastern Europe, risk management, accounting, functional fixation, behavioural accounting, Brunswik’s lens model, prospect theory, anchoring, intrinsic motivation, European Union, budget, EU, Multi-Annual Financial Framework, stream analyses, perspective 2021–2027, tourist brand, destination brand, South Coast Baltic, nautical tourism, tourism marketing, sustainability, internal marketing, employee engagement, company’s stakeholders, Poland, Sri Lanka, reputational risk, moral hazard, cognitive framework, higher education sector, consolidation process, university management, merger, public and private universities, changes, transaction cost, enterprise, commission, profit, flexible