Reinventing Hungarian work culture in a global context
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.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): 32 (2010)
Issue (Month): 2 (December)
|Note:||The research project entitled “The Hungarian Work Culture in a Global Context” was commissioned by IBM Hungary to be carried out by the Institute for Social and European Studies Foundation (ISES) in cooperation with the Centre of Value Sociology at the Institute of Political Sciences, Hungarian Academy of Sciences. Members of the research team included: Elemér Hankiss, Jody Jensen, László Füstös, Ferenc Miszlivetz and Zoltán Pogátsa. Ashorter version of this article was also published as a White Paper. The research hypothesis was that because the Hungarian work culture does not always or completely harmonize with the constituting values of multinational companies, the efficiency, productivity, and in the end the competitiveness of ###|
|Contact details of provider:|| Web page: http://www.akkrt.hu|
|Order Information:|| Postal: Akadémiai Kiadó Zrt., Prielle K. u. 21-35. Budapest, 1117, Hungary|
Web: http://www.akademiai.com Email:
When requesting a correction, please mention this item's handle: RePEc:aka:soceco:v:32:y:2010:i:2:p:229-253. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Vajda, Lőrinc)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.