Authors:Predrag Ljubotina, Štefan Bojnec, and Jaka Vadnjal
. – Wennberg , K. J. ( 2013 ): Succession in Family Firms . In: Sorenson , R. L. – Yu , A. – Brigham , K. H. – Lumpkin , T. G. (eds): The Landscape of Family Business. Cheltenham : Edward Elgar , pp. 167 – 198
in the emergence of a political-economic landscape in each country that made them to share a high degree of structural resemblance. However, there have also been fine differences. The aim of this paper is to detect the causality relation between
Authors:Tatjana Horvat, Philipp Mayrleitner, Romana Korez Vide, and Vito Bobek
provide further elucidation of variances among the economic development rates. Therefore, policy decision-makers must consider the cultural landscapes and adjust strategies and policies to encourage economic development and combat corruption successfully
Millennials in European politics The variety of Millennial preferences and behaviours fits well in the diverse and complex landscape of European politics. The primary focus of analysis for the European Union is formed by growing signs of a split between the
The banking landscape in the USA has been shaped by various political and economic forces throughout the years, and the interaction between banks and the state has, in the case of Citibank, been particularly close. The role of globalization, the increased number of mergers and acquisitions in the banking sector in the USA have in the last decade clearly contributed to the blurring of frontiers between domestic and international boundaries in financial operations. Citigroup has managed to hold both a strong local consumer base and a wide international network, which is present on a number of emerging markets and even micro-finance development today. The study reveals that interactions between finance and politics have played a significant role in explaining the idiosyncrasy of the American banking landscape, but one may wonder whether finance could have, on the domestic political scene in the USA, managed to outweigh politics or rather to free itself from political considerations.
Our basic storyline is how the business and economics higher education landscape has changed with the introduction of the Bologna programs. We borrowed the fashionable long tail concept from e-business, and used it for modeling the new landscape of internationalization of universities. Internationalization, mobility, and the appearance of the internet generation at the gates of our universities in our opinion has brought us to a new e-era which, appropriately to our web analogies we might as well call Education 2.0.In our paper first we show the characteristics of the long tail model of the Bologna-based European higher education and potential messages for strategy making in this environment. We illustrate that benchmarking university strategies situated in the head of the long tail model will not always provide strategic guidance for universities sitting in the tail. For underlining some key concerns in the Hungarian niche, we used Corvinus University as a case study to illustrate some untapped challenges of the Hungarian Bologna reform. We explored three areas which are crucial elements of the “tail” strategy in our opinion: a) the influence of state regulation, b) social situations and impacts and c) internal university capabilities.
Work culture is an integrative component of the transformation process. At first sight, Hungarian work culture appears globalized, but many of the globalized or “westernized” characteristics remain superficial. The lack of a deeply-rooted democratic culture can easily be traced at the workplace. The entrance of multinational companies in Hungary has provided opportunities and challenges to the Hungarian workforce, including the model of the “globally integrated enterprise”. While multinational enterprises become more integrated and efficient on the global level, their local social and economic contexts disintegrate. If new forms of cooperation and partnership will emerge, a new work culture in Hungary could increase in momentum and flourish. Identifying critical junctures in work culture has underscored the need for new partnerships among employees and employers who together can positively change the economic landscape and prospects for the future. This study is based on empirical research by using the methodology of value sociology and value surveys. Its major conclusion is that reinventing Hungarian work culture might be a difficult and complex process but nevertheless it is possible and also inevitable.