Following the social economic changes in the post communist system, many studies have been written to capture the changing culture of Hungarian organizations. These studies either demonstrated the current situation as a snapshot (Branyiczky 1989; Máriás 1989; Hofmeister and Bauer 1995; Simon and Davies 1995; Jarjabka 2002), or focused on the challenges of collaboration in organizations with different cultural backgrounds (Child and Markóczy 1993; Meschi and Roger 1994; Poór 1995; Gaál, Szabó and Lukács 1996; Primecz and Soós 2000). Other authors have defined the characteristics of subcultures of Hungarian organizations (Bokor 2000). Detailed studies have also been undertaken to trace the change process of strategic consciousness and the methods of strategic planning (Balaton1994; 2003).
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