The paper gives a brief theoretical overview concerning connections between employee’s attitudes, organizational culture and organizational learning. The author presents analyses of the results of empirical research as well as implications for management education in Estonia.

Based on empirical data from 40 companies, this paper studies how values, especially ethical values held by managers, influence subordinates’ values, commitment, effectiveness and satisfaction. Or are these factors only affected by the subordinates’ own values. Does a manager’s attitude or response to ethical issues play any role in subordinate commitment, and if so - how?

The paper studies the challenges that business face in Estonia and the satisfaction with employers’ organizations in the country. The study is based on empirical data from the survey undertaken by the employers’ bureau of the Geneva-based International Labour Organization in collaboration with Cranfield School of Management in the United Kingdom and Estonian Business School in Estonia.

This paper studies employees’ willingness to participate in implementation of organizational change in 41 Estonian organizations. An explanatory, standardised questionnaire was designed on the basis of models and theories of different authors. As the result of factor analyses 2 indexes have been received: (1) participation and (2) satisfaction.