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Leadership succession and the origin of successor in Hungarian SMEs


  • Eszter Bogdány

    (University of Pannonia, Hungary)

  • Ã gnes Balogh

    (University of Pannonia, Hungary)

  • Tibor Csizmadia

    (University of Pannonia, Hungary)


Researchers have been studying the management based approach in SMEs since the 1980’s which has become an emergent theme in post†socialist countries after the changes of the 1990’s. The force of generation change puts the phenomenon of business succession forward both nationally and internationally. Consequently, it is essential to ask questions about the nature of the SMEs succession process in the present and in the future. The aim of the present research is to explore the characteristics of succession types and the phases of the succession process of the Hungarian SMEs according to the nature of the successor. The examination of the succession process started with the identification of three main leadership roles found in the management literature. In our research we applied both quantitative and qualitative methods. The present and preferred succession process has been identified by the principal components of leadership roles. The results indicate that SMEs which show good example in the succession process that is independent of the founder/owner are few in number.

Suggested Citation

  • Eszter Bogdány & à gnes Balogh & Tibor Csizmadia, 2014. "Leadership succession and the origin of successor in Hungarian SMEs," Management & Marketing, Economic Publishing House, vol. 9(3), Autumn.
  • Handle: RePEc:eph:journl:v:9:y:2014:i:3:n:2

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    References listed on IDEAS

    1. Victor DANCIU, 2013. "The contribution of sustainable marketing to sustainable development," Management & Marketing, Economic Publishing House, vol. 8(2), Summer.
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