Reinventing Hungarian work culture in a global context

Ferenc Miszlivetz () and Jody Jensen ()
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Ferenc Miszlivetz: Hungarian Academy of Sciences Institute of Political Sciences, Budapest, Hungary
Jody Jensen: Hungarian Academy of Sciences Institute of Political Sciences, Budapest, Hungary

Society and Economy, 2010, vol. 32, issue 2, 229-253

Abstract: Work culture is an integrative component of the transformation process. At first sight, Hungarian work culture appears globalized, but many of the globalized or “westernized” characteristics remain superficial. The lack of a deeply-rooted democratic culture can easily be traced at the workplace. The entrance of multinational companies in Hungary has provided opportunities and challenges to the Hungarian workforce, including the model of the “globally integrated enterprise”. While multinational enterprises become more integrated and efficient on the global level, their local social and economic contexts disintegrate. If new forms of cooperation and partnership will emerge, a new work culture in Hungary could increase in momentum and flourish. Identifying critical junctures in work culture has underscored the need for new partnerships among employees and employers who together can positively change the economic landscape and prospects for the future. This study is based on empirical research by using the methodology of value sociology and value surveys. Its major conclusion is that reinventing Hungarian work culture might be a difficult and complex process but nevertheless it is possible and also inevitable.

Keywords: corporate social responsibility; global crisis; globally integrated enterprize; social and economic transition; value sociology (search for similar items in EconPapers)
JEL-codes: J21 J81 Z19 (search for similar items in EconPapers)
Date: 2010
Note: The research project entitled “The Hungarian Work Culture in a Global Context” was commissioned by IBM Hungary to be carried out by the Institute for Social and European Studies Foundation (ISES) in cooperation with the Centre of Value Sociology at the Institute of Political Sciences, Hungarian Academy of Sciences. Members of the research team included: Elemér Hankiss, Jody Jensen, László Füstös, Ferenc Miszlivetz and Zoltán Pogátsa. Ashorter version of this article was also published as a White Paper. The research hypothesis was that because the Hungarian work culture does not always or completely harmonize with the constituting values of multinational companies, the efficiency, productivity, and in the end the competitiveness of ###
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