Legal consulting in modern practice is increasingly moving beyond one-off answers to specific questions – for businesses and private clients alike, it has become a tool for syste...
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Temporary management measures are an inherent part of corporate reality – decisions are taken under conditions of uncertainty, limited information, and time pressure, where waiti...
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Managerial loyalty is traditionally perceived as an unconditional virtue of executives – an expectation to act in the interests of the company, support the strategy of the owners...
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Internal management communications have long been perceived as an auxiliary element of corporate life – working correspondence, discussions in messengers, internal emails, and co...
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Non-formalised corporate compromises often arise as a product of managerial practice – the parties reach understandings “at the level of agreement”, redistribute functions, r...
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Managerial inaction is traditionally perceived as a neutral state – no decision is taken, no action is performed, and no formal violation appears to exist. However, Professor Gab...
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Making management decisions without a formally approved strategy remains a common practice for companies undergoing growth, transformation, or crisis. Professor Gabriel Steiner say...
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In business relations, legitimate expectations often arise long before a formal contract appears – through negotiations, correspondence, public statements, joint actions, or long...
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In corporate relations, a lack of response is often perceived as neutral behaviour – a decision “not to reply”, “not to object”, or “to wait” may appear safe and free...
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A mismatch between the legal form of a transaction and its actual economic outcome is one of the most complex issues in legal practice. Professor Gabriel Steiner notes that it is p...
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