The relationship between organizational culture and the transfer of management, functions and roles in the SMES succession: A case study between Hungary and North of Portugal
This article presents the results of a study about the analysis of the relationship between organizational culture and the transfer of management, functions and roles in the succession of SME's. The study is based on a questionnaire directed to the entrepreneurs and managers of SME's....
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| Format: | Article |
| Language: | English |
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University of Algarve, ESGHT/CINTURS
2013-01-01
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| Series: | Tourism & Management Studies |
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| Online Access: | https://tmstudies.net/index.php/ectms/article/view/557/939 |
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| _version_ | 1832572407930421248 |
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| author | José Paulo Machado da Costa Eszter Bogdány |
| author_facet | José Paulo Machado da Costa Eszter Bogdány |
| author_sort | José Paulo Machado da Costa |
| collection | DOAJ |
| description | This article presents the results of a study about the analysis of the
relationship between organizational culture and the transfer of
management, functions and roles in the succession of SME's. The study
is based on a questionnaire directed to the entrepreneurs and
managers of SME's. The purpose of this article is to present the results
of the last edition of the questionnaire and a comparison between
companies in Hungary and in the north of Portugal.
The research focuses on the mapping of the state of succession
(measured by the distribution of the transferred managerial
functions/roles), and examine the influence of the organizational
culture. What kind of culture? what kind of role will be passed? About
the organizational culture: The empirical development of the
Competing Values Framework was completed by Quinn & Rohrbaugh
(1981) who simply wanted to find the most important criteria and
factors of effective organizational operation. As a starting point,
Campbell's list of 39 effectiveness indicators was used. It allowed the
comprehensive description of organizational effectiveness. Some of
the 39 indicators corresponded; as a result clusters could be created.
In the article we conclude with the characterization of the relations
between four dimensions of organizational culture: the hierarchy
form, the Market type, the clan form of organization and the
adhocracy, were defined along two axis (internal/external focus
versus stability/flexibility). About the managerial roles, we focus on
three management roles that can be find in the literature: the
governor, the leader and the manager. |
| format | Article |
| id | doaj-art-53eb977a88f94298b935b57d844e77ee |
| institution | Kabale University |
| issn | 2182-8466 |
| language | English |
| publishDate | 2013-01-01 |
| publisher | University of Algarve, ESGHT/CINTURS |
| record_format | Article |
| series | Tourism & Management Studies |
| spelling | doaj-art-53eb977a88f94298b935b57d844e77ee2025-02-02T10:12:16ZengUniversity of Algarve, ESGHT/CINTURSTourism & Management Studies2182-84662013-01-0191121128The relationship between organizational culture and the transfer of management, functions and roles in the SMES succession: A case study between Hungary and North of PortugalJosé Paulo Machado da Costa0Eszter Bogdány1Escola Superior de Tecnologias de Fafe – PortugalUniversity of Pannonia – HungaryThis article presents the results of a study about the analysis of the relationship between organizational culture and the transfer of management, functions and roles in the succession of SME's. The study is based on a questionnaire directed to the entrepreneurs and managers of SME's. The purpose of this article is to present the results of the last edition of the questionnaire and a comparison between companies in Hungary and in the north of Portugal. The research focuses on the mapping of the state of succession (measured by the distribution of the transferred managerial functions/roles), and examine the influence of the organizational culture. What kind of culture? what kind of role will be passed? About the organizational culture: The empirical development of the Competing Values Framework was completed by Quinn & Rohrbaugh (1981) who simply wanted to find the most important criteria and factors of effective organizational operation. As a starting point, Campbell's list of 39 effectiveness indicators was used. It allowed the comprehensive description of organizational effectiveness. Some of the 39 indicators corresponded; as a result clusters could be created. In the article we conclude with the characterization of the relations between four dimensions of organizational culture: the hierarchy form, the Market type, the clan form of organization and the adhocracy, were defined along two axis (internal/external focus versus stability/flexibility). About the managerial roles, we focus on three management roles that can be find in the literature: the governor, the leader and the manager.https://tmstudies.net/index.php/ectms/article/view/557/939small and medium-sized enterprises (smes)knowledge (k)knowledge management (km)succession |
| spellingShingle | José Paulo Machado da Costa Eszter Bogdány The relationship between organizational culture and the transfer of management, functions and roles in the SMES succession: A case study between Hungary and North of Portugal Tourism & Management Studies small and medium-sized enterprises (smes) knowledge (k) knowledge management (km) succession |
| title | The relationship between organizational culture and the transfer of management, functions and roles in the SMES succession: A case study between Hungary and North of Portugal |
| title_full | The relationship between organizational culture and the transfer of management, functions and roles in the SMES succession: A case study between Hungary and North of Portugal |
| title_fullStr | The relationship between organizational culture and the transfer of management, functions and roles in the SMES succession: A case study between Hungary and North of Portugal |
| title_full_unstemmed | The relationship between organizational culture and the transfer of management, functions and roles in the SMES succession: A case study between Hungary and North of Portugal |
| title_short | The relationship between organizational culture and the transfer of management, functions and roles in the SMES succession: A case study between Hungary and North of Portugal |
| title_sort | relationship between organizational culture and the transfer of management functions and roles in the smes succession a case study between hungary and north of portugal |
| topic | small and medium-sized enterprises (smes) knowledge (k) knowledge management (km) succession |
| url | https://tmstudies.net/index.php/ectms/article/view/557/939 |
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