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

Detalhes bibliográficos
Autor(a) principal: Costa,José Paulo Machado da
Data de Publicação: 2013
Outros Autores: Bogdány,Eszter
Tipo de documento: Artigo
Idioma: eng
Título da fonte: Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
Texto Completo: http://scielo.pt/scielo.php?script=sci_arttext&pid=S2182-84582013000100019
Resumo: 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.
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spelling 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 Portugalsmall and medium-sized enterprises (SMES)knowledge (k)knowledge management (km)successionThis 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.Escola Superior de Gestão, Hotelaria e Turismo da Universidade do Algarve2013-01-01info:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/articletext/htmlhttp://scielo.pt/scielo.php?script=sci_arttext&pid=S2182-84582013000100019Tourism & Management Studies v.9 n.1 2013reponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãoinstacron:RCAAPenghttp://scielo.pt/scielo.php?script=sci_arttext&pid=S2182-84582013000100019Costa,José Paulo Machado daBogdány,Eszterinfo:eu-repo/semantics/openAccess2024-02-06T17:28:54Zoai:scielo:S2182-84582013000100019Portal AgregadorONGhttps://www.rcaap.pt/oai/openaireopendoar:71602024-03-20T02:33:01.312343Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãofalse
dc.title.none.fl_str_mv 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 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
spellingShingle 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
Costa,José Paulo Machado da
small and medium-sized enterprises (SMES)
knowledge (k)
knowledge management (km)
succession
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_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_sort 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
author Costa,José Paulo Machado da
author_facet Costa,José Paulo Machado da
Bogdány,Eszter
author_role author
author2 Bogdány,Eszter
author2_role author
dc.contributor.author.fl_str_mv Costa,José Paulo Machado da
Bogdány,Eszter
dc.subject.por.fl_str_mv small and medium-sized enterprises (SMES)
knowledge (k)
knowledge management (km)
succession
topic small and medium-sized enterprises (SMES)
knowledge (k)
knowledge management (km)
succession
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.
publishDate 2013
dc.date.none.fl_str_mv 2013-01-01
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dc.language.iso.fl_str_mv eng
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dc.format.none.fl_str_mv text/html
dc.publisher.none.fl_str_mv Escola Superior de Gestão, Hotelaria e Turismo da Universidade do Algarve
publisher.none.fl_str_mv Escola Superior de Gestão, Hotelaria e Turismo da Universidade do Algarve
dc.source.none.fl_str_mv Tourism & Management Studies v.9 n.1 2013
reponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação
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instname_str Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação
instacron_str RCAAP
institution RCAAP
reponame_str Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
collection Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
repository.name.fl_str_mv Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação
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