Papers by Balázs Heidrich
ekf.tuke.sk
... The formal distribution of power is clearer than in the merger case (Gertsen et al., 1998 ...... more ... The formal distribution of power is clearer than in the merger case (Gertsen et al., 1998 ... few investigations into organisational culture in European educational contexts, but very few of those have used the competing values framework, such as Cameron and Freeman (1991) and ...
Heidrich B, Chandler N Hajsza kozben: Egy magyar felsőoktatasi intezmeny piacorientaciojanak kult... more Heidrich B, Chandler N Hajsza kozben: Egy magyar felsőoktatasi intezmeny piacorientaciojanak kultura alapu elemzesi kiserlete VEZETÉSTUDOMÁNY XLV:(6) pp. 27-36. (2014) CHANDLER, Nick-HEIDRICH, Balázs Hajsza közben -Egy magyar felsőoktatási intézmény piacorientációjának kultúra alapú elemzési kísérlete 1 " Én az időt nem sajnálom, csak élni szeretnék…" (Prognózis: Hajsza közben) Bevezetés: 2012 szeptemberében a magyar felsőoktatási intézmények működését nagymértékben befolyásolták a kormány arra irányuló tervei, hogy csökkentik a felsőoktatási intézmények és a hallgatók pénzügyi támogatását, különös tekintettel a jogi-és üzleti ismeretekhez kapcsolódó képzésekre. Azon hallgatók, akik bölcsészettudományi, művészeti és gazdasági ismeretekkel összefüggő képzésekre szerettek volna beiratkozni 2012-től gyakorlatilag semmilyen támogatást nem kapnak, míg a természettudományi, mérnöki, informatikai és orvostanhallgatóknál kismértékben növelik az államilag támogatott helyek számát (Temesi, 2012). A helyzet azóta némileg enyhült, noha az állami támogatás elnyeréséhez szükséges nagyon magasan megállapított pontszámok, képzésterületenként gyakorlatilag egy-egy országos elérésű (ti. budapesti) intézmény számára jelentenek bármi változást a kiinduló állapot kihívásaihoz képest. Egy ilyen bizonytalan jövőkép esetén a szervezeti kulturális megközelítés lehet az egyik, amivel az intézmények reakciói megjósolhatók, megérthetőek és akár kezelhetők is (Tierney, 1988) továbbá a kultúra lehet az az eszköz vagy stabil alap, amire a siker építhető. A szervezet homogenitásának vagy fragmentáltságának mértéke befolyásolhatja annak teljesítményét, de legalábbis jelzi azon alkalmazottak számát és csoportosulásait, akik képesek döntő szerepet vállalni, amikor a szervezetnek egy új irányt kell vennie (Martin, 1992). Ezen felül a változással szembeni potenciális ellenállás módszereit is segíthet 1 Nick CHANDLER, PhD jelölt, BGF PSZK adjunktus, [email protected] HEIDRICH, Balázs, BGF PSZK, dékán, intézetvezető, egyetemi docens, [email protected] A szerzők szeretnének köszönetet mondani Dr. Kása Richárdnak (BGF Kutatóközpont, PSZK) az empirikus kutatásban nyújtott segítségéért.
Half a century ago, management scholars drew a rather pessimistic picture of the future of the fa... more Half a century ago, management scholars drew a rather pessimistic picture of the future of the family business. They anticipated '... the hereditary principle to fade fast, because of the greater ability of professionally run public firms to raise capital and attract top talent. In fact, family firms have held their ground and, in recent years have increased their presence among the global business' (The Economist, 2014, p. 2.). In-spite of this prognosis the FB is not only present but also improving its position in the global economy. According to the Fortune 500 company list, the share of FB increased from 15 % in 2005 to 19 % in 2014 in the global economy. In addition, the well-known consulting firm McKinsey predicts that 'in 2025, family companies from the emerging world will account for 37 per cent of all companies with annual revenues of more than USD 1 billion, up from 16 per cent in 2010.' 1 In the case of the European economy, FB represents 40 per cent of the Fortune 500. According to the latest Eurofound report (2015), within the small and medium sized (SME) sector, the FB sector creates more than four fifths (85 %) of the new jobs. Employment within the FB represents almost two thirds (60 %) of jobs or 60 million people on European level in the private sector. Within the next year, more than two thirds of FBs expect changes both in ownership and management in Europe More precisely, one fifth (22 %) of them plan to pass the ownership of the business to the next generation (NxG), almost one quarter (24 %) of them are planning to transfer management of FB to the next generation and more than one fifth (23 %) are thinking of appointing a non-family CEO but keeping family MAKÓ, Csaba – CSIZMADIA, Péter – HEIDRICH, Balázs SUCCESSION IN THE FAMILY BUSINESS: NEED TO TRANSFER THE 'SOCIO-EMOTIONAL WEALTH' (SEW) Rather often we have to confront with the pessimistic views on the future of the family business. Contrary to these prognosis, the FB is not only present but also improving its position in the global economy and playing a key role in the European economy too. They represent 60 % of employment and more than 60 million jobs in the private sector. Among many internal challenges of FB in the five years' time, the importance of the 'company succession' is increasing together with the renewing technology and 'attracting the right sills/ talents' (Global Family Survey, 2015). This article is focusing on the transfer of socioeconomic wealth (SEW) as a key intangible asset within the intergenerational changes in the FB. The paper outlines the various concepts (narrow vs. broad) of the SEW and special attention is paid to the risk prone [taken] and risk adverse entrepreneurial attitudes. In this relation, the authors made distinction between the 'opportunity' and 'necessity entrepreneurs'. Using empirical experiences based on multi-site company case studies in the three INSIST project countries, the various subsections are focusing on the transfer of the following key components of the SEW to the next generation: trust-based social-system, generic human values (i.e. openness, mutual respect, correctness, reliability, responsibility etc.) and 'practice based – embedded collective knowledge'. Key lesson of this analysis is the following: transferring physical assets in the succession process seems to us less important than the transfer of the intangible one embedded in the company's culture community. Further systematic national and international investigations – combining quantitative and qualitative research tools – are necessary to acquire more accurate picture on the impacts of transferring both intangible and tangible assets in the succession process in the FB.
The most natural mode of family firm succession is the intergenerational ownership transfer. Stat... more The most natural mode of family firm succession is the intergenerational ownership transfer. Statistical
evidence, however, suggests that in most cases the succession process fails. There can be several reasons as
a lot of personal, emotional and structural factors can act as an inhibitor to succession. The effectiveness of
the implementation of any succession strategy is strongly dependent on the efficiency of intergenerational
knowledge transfer, which is related to the parties’ absorptive capacity and willingness to learn.
The paper is based on the experiences learned from the INSIST project. In the framework of the project
different aspects of family business succession have been investigated in three participating countries (Hungary,
Poland and the United Kingdom). The aim of the paper is to identify the patterns of management,
succession, knowledge transfer and learning in family businesses. Issues will be examined in detail such as
the succession strategies of companies investigated and the efforts family businesses and their managers
make in order to harmonize family goals (such as emotional stability, harmony, and reputation) with business-
related objectives (e.g. survival, growth or profitability).
Keywords: family business, succession, knowledge transfer, learning
Family businesses are special in many respects. By examining their financial characteristics one ... more Family businesses are special in many respects. By examining their financial characteristics one can come to unique results. This paper explores the general characteristics of the financial behaviour of family businesses, presents the main findings of the INSIST project’s company case studies concerning the financing issues and strategies, and intends to identify the financial characteristics of company succession. As the parallelism of the family and business dimensions characterize the whole existence of family businesses, it is also present in their financial affairs.
The financial decisions in family businesses (especially SMEs) are affected by the following factors:
the primary goal of business decisions is not exclusively profitability,
the simultaneous presence of family and business financial needs requires careful coordination,
preferential handling of family needs at the expense of business needs - though there is evidence of postponing family investments for the sake of business, too.
Family businesses, beyond their actual effectiveness, are guided by individual goals like securing living standards, ensuring workplaces for family members, stability of operation, preservation of the company's good reputation, and keeping the company's size at a level that the immediate family can control and manage. The INSIST project’s company case studies revealed some interesting traits of family business finances like the importance of financial support from the founder’s family at the establishement of the company, use of bootstrapping techniques, financial characteristics of succession, and the role of family members in financial management.
Keywords: Family Business, family business finances, succession, bootstrapping.
Purpose – Our empirical study examines the impact of shop floor (SF) culture (organizational
cult... more Purpose – Our empirical study examines the impact of shop floor (SF) culture (organizational
culture perceived by workers) and SF subcultures assessed by the Competing Values
Framework (CVF) on the perceived use of lean production (LP) practices.
Design/methodology/approach – We analyse questionnaires completed by workers at our
single case company undergoing a commonplace lean transformation. The survey items cover
both LP items and CVF statements. Our propositions are analysed applying cluster analysis and
regression.
Findings – At the case company, the multidimensionality of SF culture only partially exists,
and the perceived use of LP practices shows little connection to organizational culture. The
considerable differences between SF culture and SF subcultures on one hand and among SF
subcultures on the other hand indicate the existence of a special multidimensional SF culture.
Altogether, SF culture’s impact on LP is weak.
Practical implications – Managers should rethink the usual lean implementation pathways and
understand how values pervade SF culture and how culture types impact the perceived use of
LP practices at the SF. Managers could face a trade off: smoother lean transition by engaging
in SF subculture-specific transitions and reinforcing it or by developing a homogenous lean SF
culture.
Originality/value – To the best of our knowledge, this is the first empirical attempt to
understand the impact of SF culture on the perceived use of LP practices by adopting a validated
organizational culture measurement tool. Furthermore, our study provides insight into workers’
subcultures.
Keywords Organizational Culture, Shop Floor Culture, Lean Production, Competing Values
Framework, Organizational Subcultures
With the rapid advance of communication technologies and the free-flow of information, the concep... more With the rapid advance of communication technologies and the free-flow of information, the concept of collaboration extends beyond physical locations and time zones in the form of virtual teams that are globally connected. This study considers how modern Web 2.0 based collaborative technologies (wikis) relate knowledge creation and utilization in student groups and aims to find out if these collaborative technologies are better suited to tasks requiring extensive asynchronous collaboration in an educational setting. To perform controlled experiments a sample of student teams that have worked in technologically and demographically diverse groups was selected, from which we had 49 experimental and 48 control teams with 193 and 192 participants respectively. We found that wiki technologies do not suit all kinds of tasks and do not always increase knowledge creation, knowledge maintenance, problem solving and thus knowledge utilization in team collaboration.
Abstract. Using a combination of qualitative and quantitative methods, this study
seeks to explor... more Abstract. Using a combination of qualitative and quantitative methods, this study
seeks to explore the diversity of culture amongst the staff of a business school in
Hungary and then examine how this diversity may impact upon the organisation’s
orientations towards three aspects of market orientation: interfunctional
cooperation; competition and the student orientation. The diversity of culture is found
through the identification of five subcultures. These subcultures exhibit signs of both
heterogeneity and homogeneity as two pairs of subcultures are divided not by
differences in values themselves but by the expressed strength of values. The empirical
findings indicate that each subculture varies in perception of the dominant cultures of
the organisation and its particular market orientation in relation to culture type.
Furthermore, some subcultures perceive themselves as enhancing, when this may not
be the case and others perceive themselves as counter cultures. The qualitative study
confirms that subcultures have both homogenous and heterogeneous aspects in
relation to other subcultures as well as the perceived dominant culture. This greater
complexity gives an extension to the existing perspectives taken on organisation
culture, although this would need to be confirmed with generalizable research.
Keywords: business school, subcultures, heterogeneity, homogeneity.
The objective of the article is to examine the degree to which nationalculture and/or the busines... more The objective of the article is to examine the degree to which nationalculture and/or the business sector are influencing factors inorganization culture change. Furthermore, this paper aims to determinewhether the strengths of these factors differ in two nationalcultures. The subsequent hypothesis was tested on a sampleof mainly Northern-Hungarian and Transylvanian Romanianorganizations to establish whether there was a basis for conductingfurther research. If our hypothesis is correct, significant culturechange is under way in the region.The study analyzes whether cultural changes took place differentlyin production, service and public organizations in the differenttransition economies.
DECISION SCIENCES JOURNAL OF INNOVATIVE EDUCATION (DSJIE) 13:(2) pp. 221-246. (2015), 2015
Regardless of the size of an organization, collaboration has become a fundamental element with re... more Regardless of the size of an organization, collaboration has become a fundamental element with regard to engagement between the organization and internal and external stakeholders. With the rapid advance of communication technologies and the free-flow of information, the concept of collaboration extends beyond physical locations and time zones in the form of globally connected virtual teams. This study considers how modern Web 2.0-based collaborative technologies (wikis) relate to higher decision quality and productivity, and identifies if these collaborative technologies are better suited to tasks requiring extensive asynchronous collaboration in an educational setting. Controlled experiments involving student teams that worked in technologically and demographically diverse groups showed that wiki technologies do not suit all kinds of tasks, and do not always increase productivity or the decision quality of team collaboration.
Uploads
Papers by Balázs Heidrich
evidence, however, suggests that in most cases the succession process fails. There can be several reasons as
a lot of personal, emotional and structural factors can act as an inhibitor to succession. The effectiveness of
the implementation of any succession strategy is strongly dependent on the efficiency of intergenerational
knowledge transfer, which is related to the parties’ absorptive capacity and willingness to learn.
The paper is based on the experiences learned from the INSIST project. In the framework of the project
different aspects of family business succession have been investigated in three participating countries (Hungary,
Poland and the United Kingdom). The aim of the paper is to identify the patterns of management,
succession, knowledge transfer and learning in family businesses. Issues will be examined in detail such as
the succession strategies of companies investigated and the efforts family businesses and their managers
make in order to harmonize family goals (such as emotional stability, harmony, and reputation) with business-
related objectives (e.g. survival, growth or profitability).
Keywords: family business, succession, knowledge transfer, learning
The financial decisions in family businesses (especially SMEs) are affected by the following factors:
the primary goal of business decisions is not exclusively profitability,
the simultaneous presence of family and business financial needs requires careful coordination,
preferential handling of family needs at the expense of business needs - though there is evidence of postponing family investments for the sake of business, too.
Family businesses, beyond their actual effectiveness, are guided by individual goals like securing living standards, ensuring workplaces for family members, stability of operation, preservation of the company's good reputation, and keeping the company's size at a level that the immediate family can control and manage. The INSIST project’s company case studies revealed some interesting traits of family business finances like the importance of financial support from the founder’s family at the establishement of the company, use of bootstrapping techniques, financial characteristics of succession, and the role of family members in financial management.
Keywords: Family Business, family business finances, succession, bootstrapping.
culture perceived by workers) and SF subcultures assessed by the Competing Values
Framework (CVF) on the perceived use of lean production (LP) practices.
Design/methodology/approach – We analyse questionnaires completed by workers at our
single case company undergoing a commonplace lean transformation. The survey items cover
both LP items and CVF statements. Our propositions are analysed applying cluster analysis and
regression.
Findings – At the case company, the multidimensionality of SF culture only partially exists,
and the perceived use of LP practices shows little connection to organizational culture. The
considerable differences between SF culture and SF subcultures on one hand and among SF
subcultures on the other hand indicate the existence of a special multidimensional SF culture.
Altogether, SF culture’s impact on LP is weak.
Practical implications – Managers should rethink the usual lean implementation pathways and
understand how values pervade SF culture and how culture types impact the perceived use of
LP practices at the SF. Managers could face a trade off: smoother lean transition by engaging
in SF subculture-specific transitions and reinforcing it or by developing a homogenous lean SF
culture.
Originality/value – To the best of our knowledge, this is the first empirical attempt to
understand the impact of SF culture on the perceived use of LP practices by adopting a validated
organizational culture measurement tool. Furthermore, our study provides insight into workers’
subcultures.
Keywords Organizational Culture, Shop Floor Culture, Lean Production, Competing Values
Framework, Organizational Subcultures
seeks to explore the diversity of culture amongst the staff of a business school in
Hungary and then examine how this diversity may impact upon the organisation’s
orientations towards three aspects of market orientation: interfunctional
cooperation; competition and the student orientation. The diversity of culture is found
through the identification of five subcultures. These subcultures exhibit signs of both
heterogeneity and homogeneity as two pairs of subcultures are divided not by
differences in values themselves but by the expressed strength of values. The empirical
findings indicate that each subculture varies in perception of the dominant cultures of
the organisation and its particular market orientation in relation to culture type.
Furthermore, some subcultures perceive themselves as enhancing, when this may not
be the case and others perceive themselves as counter cultures. The qualitative study
confirms that subcultures have both homogenous and heterogeneous aspects in
relation to other subcultures as well as the perceived dominant culture. This greater
complexity gives an extension to the existing perspectives taken on organisation
culture, although this would need to be confirmed with generalizable research.
Keywords: business school, subcultures, heterogeneity, homogeneity.
evidence, however, suggests that in most cases the succession process fails. There can be several reasons as
a lot of personal, emotional and structural factors can act as an inhibitor to succession. The effectiveness of
the implementation of any succession strategy is strongly dependent on the efficiency of intergenerational
knowledge transfer, which is related to the parties’ absorptive capacity and willingness to learn.
The paper is based on the experiences learned from the INSIST project. In the framework of the project
different aspects of family business succession have been investigated in three participating countries (Hungary,
Poland and the United Kingdom). The aim of the paper is to identify the patterns of management,
succession, knowledge transfer and learning in family businesses. Issues will be examined in detail such as
the succession strategies of companies investigated and the efforts family businesses and their managers
make in order to harmonize family goals (such as emotional stability, harmony, and reputation) with business-
related objectives (e.g. survival, growth or profitability).
Keywords: family business, succession, knowledge transfer, learning
The financial decisions in family businesses (especially SMEs) are affected by the following factors:
the primary goal of business decisions is not exclusively profitability,
the simultaneous presence of family and business financial needs requires careful coordination,
preferential handling of family needs at the expense of business needs - though there is evidence of postponing family investments for the sake of business, too.
Family businesses, beyond their actual effectiveness, are guided by individual goals like securing living standards, ensuring workplaces for family members, stability of operation, preservation of the company's good reputation, and keeping the company's size at a level that the immediate family can control and manage. The INSIST project’s company case studies revealed some interesting traits of family business finances like the importance of financial support from the founder’s family at the establishement of the company, use of bootstrapping techniques, financial characteristics of succession, and the role of family members in financial management.
Keywords: Family Business, family business finances, succession, bootstrapping.
culture perceived by workers) and SF subcultures assessed by the Competing Values
Framework (CVF) on the perceived use of lean production (LP) practices.
Design/methodology/approach – We analyse questionnaires completed by workers at our
single case company undergoing a commonplace lean transformation. The survey items cover
both LP items and CVF statements. Our propositions are analysed applying cluster analysis and
regression.
Findings – At the case company, the multidimensionality of SF culture only partially exists,
and the perceived use of LP practices shows little connection to organizational culture. The
considerable differences between SF culture and SF subcultures on one hand and among SF
subcultures on the other hand indicate the existence of a special multidimensional SF culture.
Altogether, SF culture’s impact on LP is weak.
Practical implications – Managers should rethink the usual lean implementation pathways and
understand how values pervade SF culture and how culture types impact the perceived use of
LP practices at the SF. Managers could face a trade off: smoother lean transition by engaging
in SF subculture-specific transitions and reinforcing it or by developing a homogenous lean SF
culture.
Originality/value – To the best of our knowledge, this is the first empirical attempt to
understand the impact of SF culture on the perceived use of LP practices by adopting a validated
organizational culture measurement tool. Furthermore, our study provides insight into workers’
subcultures.
Keywords Organizational Culture, Shop Floor Culture, Lean Production, Competing Values
Framework, Organizational Subcultures
seeks to explore the diversity of culture amongst the staff of a business school in
Hungary and then examine how this diversity may impact upon the organisation’s
orientations towards three aspects of market orientation: interfunctional
cooperation; competition and the student orientation. The diversity of culture is found
through the identification of five subcultures. These subcultures exhibit signs of both
heterogeneity and homogeneity as two pairs of subcultures are divided not by
differences in values themselves but by the expressed strength of values. The empirical
findings indicate that each subculture varies in perception of the dominant cultures of
the organisation and its particular market orientation in relation to culture type.
Furthermore, some subcultures perceive themselves as enhancing, when this may not
be the case and others perceive themselves as counter cultures. The qualitative study
confirms that subcultures have both homogenous and heterogeneous aspects in
relation to other subcultures as well as the perceived dominant culture. This greater
complexity gives an extension to the existing perspectives taken on organisation
culture, although this would need to be confirmed with generalizable research.
Keywords: business school, subcultures, heterogeneity, homogeneity.