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individual towards work, values and colleagues and impacts the employee motivation and work
productivity.
On the other hand, contrary to the Swedish model, we should try to achieve balance and equal
opportunities for males and females. The model should not emphasize male or female
priorities. This could help build sustainable relationships between employees and an
appropriate emotional environment bearing in mind that it could help develop a helpful and
understanding employee. Enterprises should consider not short-term but long-term objectives
when laying emphasis not on material values but on social relations, self-expression and social
responsibility.
The Japanese business model could be beneficial when creating a Lithuanian model. Japanese
culture is distinctive, since its residents are open to innovation, they accept the experience of
other countries, their traditions and culture, which they interpret in their own way and
customize everything what is beneficial to them. This feature could be useful for Lithuanian
entrepreneurs. It is not that easy, however Lithuanian business representatives should be able
to integrate useful and unconventional experiences in their activities. When developing
international business it could be beneficial and could attract new partners. One more aspect
that could benefit Lithuanian business is Japanese courteousness and respect existing between
employees and business partners, which is rarely observed in our culture.
Lithuania, the same as Japan, should heed on researches so that to create viable future
products, such as laser equipments, solar panels, information technologies, nanotechnology
and photonics as well as carry out medical research. Lithuania is abundant in qualified workers;
however, insufficient funds are allocated for the purchase of necessary equipment.
It should be admitted that in Lithuania business successfully exploits its favourable geographical
position and well developed infrastructure for expanding international trade with European
countries and other regions of the world. However, Europe does not have a unified business
management model. Each country or each European region has its own traditions and cultural
values. It is necessary to evaluate these specifics in order to develop successful international
business. Thus, international business management models in Lithuania might vary depending
on the nature of business partners or their activities.
Conclusions
The obtained research results lead to these conclusions. Globally, the three major international
business management areas can be distinguished, which include the same basic models
regarding cooperation, concluding contracts, maintaining relations and other models for key
business procedures: American, European and Japanese management schools, on the basis of
which international business management models are shaped. When analysing international
business management models, literature sources lay emphasis on their geographical
distribution, however, they stress that the European international business management model
can’t be exhaustively described according to one-dimension types; special importance should
be given to cultural distinctiveness of separate European regions, assessing the specifics of their
economic development, political and social principles.
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