Anikó Csepregi

University of Pannonia, Management, Post-Doc

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Associate Professor at Department of Management, Faculty of Business and Economics
Address: Hungary

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George K. # Zarifis

Aristotle University of Thessaloniki

Colin Williams

The University of Sheffield

Richard Bellamy

University College London

Bent Flyvbjerg

University of Oxford

David Seamon

Kansas State University

Armando Marques-Guedes

UNL - New University of Lisbon

Noe Cornago

University of the Basque Country, Euskal Herriko Unibertsitatea

Andrew W Wilkins

Goldsmiths, University of London

Will Davies

Goldsmiths, University of London

Renata Akemi Shinozaki-Mendes

Universidade Federal Rural de Pernambuco

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Papers by Anikó Csepregi

Z generáció és a home office viszonya 2020-ban a COVID19 idején – Pilot kutatás eredményei

Marketing & menedzsment, Dec 23, 2021

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Trends, Terms and Transfer of Knowledge - A Bibliometric Analysis

HAL (Le Centre pour la Communication Scientifique Directe), Jun 5, 2019

Successful Knowledge Management an Knowledge Sharing in Hungarian Enterprises

Theory Methodology Practice (TMP), 2010

Some organizations failed to consider the relationship between knowledge management and organizat... more Some organizations failed to consider the relationship between knowledge management and organizational culture, and the cultural factors that impacted effective knowledge management initiatives. These organizations face challenges when implementing knowledge management initiatives. They should find ways to integrate knowledge management into their strategic vision, build a knowledge sharing culture that supports knowledge management and motivate employees to support these initiatives. The International Mapping of Knowledge Sharing Excellence Research has shown that there are differences in the maturity of knowledge sharing of managers within different culture types comparing the period before and during the crisis. It can be seen that it would be useful for Hungarian organizations to move towards an Adhocracy culture type, that concentrates on external positioning with high degree of flexibility and individuality and which results in a high maturity of knowledge sharing.

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Project Organizations and Their Present and Preferred Culture

DOAJ (DOAJ: Directory of Open Access Journals), Dec 1, 2015

Although several research has investigated organizational culture , less research has been conduc... more Although several research has investigated organizational culture , less research has been conducted on the comparison of present and preferred cultures in project context. This paper aims to fill this gap by focusing on project managers and on the investigation of the present and the preferred culture profile of their project organizations. Based on Competing Values Framework using the Organizational Culture Assessment Instrument a quantitative survey was conducted. The questionnaire used gathered data from project managers working in various industries and organizations. The sample consisted of 695 respondents. The empirical study by focusing on project organizations hypothesizes that four project organization groups can be revealed based on their dominant cultural orientation. To test this hypothesis cluster analysis was used. The study also hypothesizes that the present and preferred culture profiles of project organizations do not show significant difference. To prove this statement paired samples t-test was chosen. The results showed that instead of four groups of project organizations with one dominant culture type, there are only three project organizations with the domination of one culture type. Continuing the investigation with these three project organizations, the present and preferred project culture profiles were compared. The results showed that in all three project organizations there are differences between the present and preferred project culture profiles. These differences are manifested mainly by the change of the dominant culture type but the remaining culture types determining the culture profile of the project organizations also show differences.

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Middle Managers’ Maturity of Knowledge Sharing: Investigation of Middle Managers Working at Medium‑ and Large‑sized Enterprises

Electronic Journal of Knowledge Management, 2012

Cultural Competencies of Knowledge Management

CULTURAL COMPETENCIES OF KNOWLEDGE MANAGEMENT ZOLTÁN GAÁL Department of Management, University of... more

Competences Found Important for Knowledge Sharing: Investigation of Middle Managers Working at Medium- and Large-Sized Enterprises

Social Science Research Network, Jul 1, 2011

ABSTRACT Knowledge appears as an irreplaceable capital of organizations since nowadays it has bec... more ABSTRACT Knowledge appears as an irreplaceable capital of organizations since nowadays it has become an increasingly important factor of organizational competitiveness. The way knowledge is shared within the organization is essential and central not only to the success of the organization where it takes place but also among those employees who share it, since those who take part in the knowledge sharing process also benefit from it. Knowledge cannot be shared efficiently without having the adequate competences. Thus, it is also important to be aware of those competences that are necessary for knowledge sharing. Furthermore being aware of the important position of middle managers (managers working under top managers) within the organization and their role in the process of knowledge sharing, this paper focuses on the competences these middle managers in Hungary find important for knowledge sharing. Since no scientific research has been carried out, especially in Hungary, measuring the competences that middle managers find important for knowledge sharing, this paper presents a measure with which the competence groups found important for knowledge sharing by Hungarian middle managers working at mediumand large-sized enterprises can be determined. A survey involving 400 middle managers working at medium- and large-sized enterprises in Hungary was conducted with the help of a questionnaire. The answers have been analyzed using principal component analysis, and seven different components regarding competence groups found important for knowledge sharing have been identified. As the result of the survey it is possible to define which competence groups and competences are important for knowledge sharing by middle managers.

Organizational Characteristics and Social Competences: Are there differences within social competences connected with communication and co-operational skills based on the characteristics of organizations?

An empirical survey aiming to investigate middle managers working at medium-and large-sized enter... more An empirical survey aiming to investigate middle managers working at medium-and large-sized enterprises in Hungary has been conducted since 2007. Its purpose has been to reveal the competences these middle managers find important for knowledge sharing and to discover the characteristics that result in differences within the revealed competence groups. The data was analyzed using Principal Component Analysis and seven different competence groups were identified. Furthermore this research investigated whether there were differences within selected competence groups (social competencies connected with co-operational skills and communication skills) regarding the characteristics of the middle manager's organizations. As methods decision tree and analysis of variance were used. The results have shown that differences could only be found within social competences connected with co-operational skills and only regarding one of the examined organizational characteristics while no difference could be discovered within social competences connected with communication skills.

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Exploring the role of social media in knowledge sharing

Electronic Journal of Knowledge Management, Oct 1, 2015

Knowledge Management Profile

IGI Global eBooks, Jan 18, 2011

ABSTRACT For knowledge-intensive organizations, it is important to carry out an objective assessm... more

A nemzeti kultúra hatása a mikrofinanszírozás sikerességére

Vezetéstudomány, Mar 15, 2017

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Consequence of Cultural Capital in Connection with Competitiveness

The international journal of knowledge, culture and change management, 2009

The new economic order manifests itself in the transformation of the characteristic features of e... more

Leveraging Knowledge Sharing over Social Media Tools

IGI Global eBooks, 2020

Knowledge management and social media have become trendy expressions in the business life. Knowle... more Knowledge management and social media have become trendy expressions in the business life. Knowledge is seen as the most important strategic asset and knowledge workers play a central role in value creation. Organizations have an urgent need to pay attention to effective knowledge sharing, thus, it is important to understand what encourages individuals to share their knowledge. Social media tools, like Facebook have become mainstream, modified personal relationships and generated new possibilities to facilitate collaboration. An exploratory survey investigates how social media tools are being used for knowledge sharing and examines the characteristics of the different generations. The results have shown that organizations prefer not to allow the usage of social media; but where the employees are supported to reach these tools, high proportion of them utilize these technologies. This chapter introduces these results and provides recommendations on how to foster employee motivation to use social media for work purposes in knowledge sharing.

Perspectives of Knowledge Management - Investigations at Hungarian Organizations

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How Does National Culture Influence Microfinance Institutions?

IGI Global eBooks, Sep 23, 2022

Investigating managers in Hungary - What is their knowledge sharing like?

Why do people share their knowledge? Who and what inspires them to do it especially within organi... more Why do people share their knowledge? Who and what inspires them to do it especially within organizations in Hungary and in Central-Eastern Europe? The objective of this paper is to gain an understanding of knowledge sharing. After the introduction of the importance of sharing knowledge, a brief description will be given of knowledge sharing and its drivers and barriers. This is followed by an account of knowledge sharing research (International Mapping of Knowledge Sharing Excellence) conducted by the University of Pannonia, Department of Management and Alcoa Foundation. The paper ends with a short conclusion about the initial test results of the research.

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Microfinance Institutions Influenced by National Culture

Advances in business strategy and competitive advantage book series, 2018

Many studies deal with the determinants of countries' culture or efficiency of microfinance insti... more Many studies deal with the determinants of countries' culture or efficiency of microfinance institutions (MFIs). The purpose of this chapter is to fill the gap in the literature, namely, to analyze the connection between national cultural features and indicators of countries' microfinance institutions. The authors summarize the mission and operation of microfinance institutions, the six dimensions of national culture and three knowledge strategies. 35 countries representing the subject of the research, the statistics of which are available for both MFIs' side and national cultural side. The rank correlation and the investigation of TOP 5 countries show that the MFIs are successful in countries characterized by high level of power distance, collectivistic culture, high level of uncertainty avoidance and restraint culture. The chapter also lists few countries where MFIs could be successfully introduced based on their national cultural features and recommends certain knowledge strategies for effective operation.

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Stratégiai projektek vezetése = Leading strategic projects

Nowadays we deal with projects in several areas of our lives. Large infrastructural investments –... more Nowadays we deal with projects in several areas of our lives. Large infrastructural investments – subway, bridge, railway, or highway reconstruction, building residential communities – are completed in projects. Large enterprises start projects to develop new products, services and to introduce them to the market. Project is also one of the often used terms regarding the planning, organizing and hosting of international sport and cultural events. The culture of projects is not only spreading rapidly in the last few years among small- and medium-sized enterprises and the public sector in the member states of the European Union, but the project management methods, techniques, and related knowledge used during these projects are also of extremely importance. Nowadays we are working and living among projects. These projects have become part of the organizational strategy, and project management is an integral part of strategic management

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Merre tart az építőipari projektek vezetése az Y generáció előre törésével? Egy pilot tanulmány eredményei

Marketing & menedzsment, Aug 14, 2023

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The World I Know: Knowledge Sharing and Subcultures in Large Complex Organisations

Knowledge management and organizational learning, Nov 16, 2017

Practitioners and researchers have agreed upon the fact that the culture of organizations is one ... more Practitioners and researchers have agreed upon the fact that the culture of organizations is one of the most difficult challenges and holds the key to the success of knowledge management. The basis for formation of subcultures has been found in empirical studies to range from age and gender though to department and function within the organization and have a range of both positive and negative impact upon the performance of a range of areas in an organization. We examine how knowledge in its various forms may have an impact on the formation of subcultures on knowledge sharing, and through a quantitative approach, our explorative study uncovers five subcultures in a Hungarian higher education institution. Our findings confirm subcultural boundaries and tribes and territories in this context and we apply these findings to existing theory on the evolutionary nature of strategy implementation as a means of considering the potential impact of subcultures on knowledge management initiatives. We conclude that subcultural lenses affect the assimilation of knowledge from management in general and find that multiculturalism in this large complex organisation is likely the best approach as each subculture has its own specific range of competencies as part of an overall market orientation. As a concluding section, we offer a 'subcultural audit' model for practitioners that may reduce the subcultural obstacles to knowledge sharing as part of knowledge management programs.

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Z generáció és a home office viszonya 2020-ban a COVID19 idején – Pilot kutatás eredményei

Marketing & menedzsment, Dec 23, 2021

Download

Trends, Terms and Transfer of Knowledge - A Bibliometric Analysis

HAL (Le Centre pour la Communication Scientifique Directe), Jun 5, 2019

Successful Knowledge Management an Knowledge Sharing in Hungarian Enterprises

Theory Methodology Practice (TMP), 2010

Download

Project Organizations and Their Present and Preferred Culture

DOAJ (DOAJ: Directory of Open Access Journals), Dec 1, 2015

Download

Middle Managers’ Maturity of Knowledge Sharing: Investigation of Middle Managers Working at Medium‑ and Large‑sized Enterprises

Electronic Journal of Knowledge Management, 2012

Cultural Competencies of Knowledge Management

CULTURAL COMPETENCIES OF KNOWLEDGE MANAGEMENT ZOLTÁN GAÁL Department of Management, University of... more

Competences Found Important for Knowledge Sharing: Investigation of Middle Managers Working at Medium- and Large-Sized Enterprises

Social Science Research Network, Jul 1, 2011

Download

Exploring the role of social media in knowledge sharing

Electronic Journal of Knowledge Management, Oct 1, 2015

Knowledge Management Profile

IGI Global eBooks, Jan 18, 2011

ABSTRACT For knowledge-intensive organizations, it is important to carry out an objective assessm... more

A nemzeti kultúra hatása a mikrofinanszírozás sikerességére

Vezetéstudomány, Mar 15, 2017

Download

Consequence of Cultural Capital in Connection with Competitiveness

The international journal of knowledge, culture and change management, 2009

The new economic order manifests itself in the transformation of the characteristic features of e... more

Leveraging Knowledge Sharing over Social Media Tools

IGI Global eBooks, 2020

Perspectives of Knowledge Management - Investigations at Hungarian Organizations

Download

How Does National Culture Influence Microfinance Institutions?

IGI Global eBooks, Sep 23, 2022

Investigating managers in Hungary - What is their knowledge sharing like?

Download

Microfinance Institutions Influenced by National Culture

Advances in business strategy and competitive advantage book series, 2018

Download

Stratégiai projektek vezetése = Leading strategic projects

Download

Merre tart az építőipari projektek vezetése az Y generáció előre törésével? Egy pilot tanulmány eredményei

Marketing & menedzsment, Aug 14, 2023

Download

The World I Know: Knowledge Sharing and Subcultures in Large Complex Organisations

Knowledge management and organizational learning, Nov 16, 2017

Download

National Culture or Sectoral Culture? Analysis of Project Organizations in Hungary and Italy

by Anikó Csepregi and Rubens Pauluzzo

Proceedings of - The PMUni International Conference on Project Management: PMUni 2017 Workshop, ISBN: 978-615-00-0692-5, 2017

This paper focuses on the effect of sectoral and national culture on the preferred culture profil... more This paper focuses on the effect of sectoral and national culture on the preferred
culture profiles of project organizations operating in the IT sector in Hungary and Italy to reveal
which has a stronger effect. The results of the research study show that the IT sector in both
countries is characterized by a culture profile of Clan domination, but there is also a difference
between the preferred culture profiles of the project organizations in both countries due to one
national cultural dimension (masculinity) and thus the effect of national culture is stronger than
the effect of sectoral culture.

Project organizations and different levels of culture in Hungary and Italy

by Rubens Pauluzzo and Anikó Csepregi

Chapters from the Academic Aspect of Project Management - Research and Teaching Methodologies, Bálint Blaskovics and Csaba Deák (eds.), ISBN: 978-615-00-0693-2, 2017

This chapter focuses on several different levels of culture and their effect on project organizat... more This chapter focuses on several different levels of culture and their effect on project organizations operating in the IT sector in Hungary and Italy. The research study in this chapter aims to reveal whether sectoral or national culture has a stronger effect on these project organizations and their preferred culture profiles. The results of the study show that the IT sector in both countries is characterized by a culture profile of Clan domination, but there are also differences between the preferred culture profiles of the project organizations in both countries due to one national cultural dimension (which is masculinity) and thus the effect of national culture is stronger than the effect of sectoral culture of the IT sector.

Anikó Csepregi

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