ABSTRACT
Trends in the firm's fiscal burdens, together with its output and sales performance, dictated that Radion's profitability would dramatically worsen during the four-year period analyzed. The qualitative aspect of Radion's human resources policy suffered another blow from the decrease in the firm's expenditure on education and training from 1989 on. The quality of Radion's upper management showed a much more encouraging picture. According to management, the crisis could be remedied by privatization, but Radion's current financial burdens were too high for any potential buyer. The only serious candidate for buying the firm as a whole was only interested in its post-Soviet markets, but it wanted to use Radion's sales channels mostly for the purpose of selling its own products. The Radion case has some interesting similarities to Polish and Czech electronics and other engineering firms in that the specialization patterns of firms in the three countries were comparable.
