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Management culture in Romania: Patterns of change and resistance


  • Kevin Dalton
  • Liz Kennedy


This study examines how far restructuring has involved a change in leadership style and the development of new philosophies and approaches which derive from the Anglo-American model of ‘people management’. During the Communist period, Romania experienced a highly centralised system of management. Broader currents of historical and political culture also served to inculcate values of bureaucratic formalism. In transitional times it appears that the management role is being re-defined and management culture is changing. This article seeks to understand these changes in the culture and identity of Romanian management by examining experience in a range of organisations. It also considers how far Anglo-American values of HRM and managing are relevant to a country where the wider cultural and historical experience differs so strikingly from that in the West.

Suggested Citation

  • Kevin Dalton & Liz Kennedy, 2007. "Management culture in Romania: Patterns of change and resistance," Journal of East European Management Studies, Rainer Hampp Verlag, vol. 12(3), pages 232-259.
  • Handle: RePEc:rai:joeems:doi_10.1688/1862-0019_jeems_2007_03_dalton

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    management; Anglo - American model of HRM; leadership;

    JEL classification:

    • J24 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Human Capital; Skills; Occupational Choice; Labor Productivity
    • J53 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - Labor-Management Relations; Industrial Jurisprudence
    • P28 - Economic Systems - - Socialist Systems and Transition Economies - - - Natural Resources; Environment
    • P31 - Economic Systems - - Socialist Institutions and Their Transitions - - - Socialist Enterprises and Their Transitions


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