| Summary: | This article presents the results of a study about the analysis of the
relationship between organizational culture and the transfer of
management, functions and roles in the succession of SME's. The study
is based on a questionnaire directed to the entrepreneurs and
managers of SME's. The purpose of this article is to present the results
of the last edition of the questionnaire and a comparison between
companies in Hungary and in the north of Portugal.
The research focuses on the mapping of the state of succession
(measured by the distribution of the transferred managerial
functions/roles), and examine the influence of the organizational
culture. What kind of culture? what kind of role will be passed? About
the organizational culture: The empirical development of the
Competing Values Framework was completed by Quinn & Rohrbaugh
(1981) who simply wanted to find the most important criteria and
factors of effective organizational operation. As a starting point,
Campbell's list of 39 effectiveness indicators was used. It allowed the
comprehensive description of organizational effectiveness. Some of
the 39 indicators corresponded; as a result clusters could be created.
In the article we conclude with the characterization of the relations
between four dimensions of organizational culture: the hierarchy
form, the Market type, the clan form of organization and the
adhocracy, were defined along two axis (internal/external focus
versus stability/flexibility). About the managerial roles, we focus on
three management roles that can be find in the literature: the
governor, the leader and the manager.
|
|---|