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DC poleHodnotaJazyk
dc.contributor.authorVetráková, Milota
dc.contributor.authorSmerek, Lukáš
dc.date.accessioned2016-06-13T07:58:15Z
dc.date.available2016-06-13T07:58:15Z
dc.date.issued2016
dc.identifier.citationE+M. Ekonomie a Management = Economics and Management. 2016, č. 1, s. 62-73.cs
dc.identifier.issn2336-5604 (Online)
dc.identifier.issn1212-3609 (Print)
dc.identifier.urihttp://hdl.handle.net/11025/21481
dc.identifier.urihttp://www.ekonomie-management.cz/download/1457982428_29f6/05_DIAGNOSING+ORGANIZATIONAL+CULTURE.pdf
dc.format12 s.cs
dc.format.mimetypeapplication/pdf
dc.language.isoenen
dc.publisherTechnická univerzita v Libercics
dc.relation.ispartofseriesE+M. Ekonomie a Management = Economics and Managementcs
dc.rights© Technická univerzita v Libercics
dc.rightsCC BY-NC 4.0cs
dc.subjectorganizační kulturacs
dc.subjectinterkulturní rozdílycs
dc.subjectlidské zdrojecs
dc.titleDiagnosing organizational culture in national intercultural contexten
dc.typečlánekcs
dc.typearticleen
dc.rights.accessopenAccessen
dc.type.versionpublishedVersionen
dc.description.abstract-translatedFormation of companies with multinational management that act within multinational and transnational corporations is a result of the globalization process. The change in organizational culture and management system is caused by the global environment. Companies’ management is changing from ethnocentric and polycentric to management without borders. To achieve greater efficiency in competing in the global market is the reason for this change. The management system is complex, because it is based on international cooperation and consists of international managerial teams. The level of intercultural socialization and our cultural awareness are predicted by the comparison and confrontation of differences in organizational culture and human resources development. The paper is focused on diagnosing of organizational culture in organizations operating in Slovakia. The survey was conducted in 236 medium and large enterprises in Slovakia. Personnel or senior managers responsible for the level of organizational culture and human resources development in enterprises were the respondents. The assumptions about possibility of diagnosing the types of organizational culture in selected Slovak enterprises with and without foreign participation were confirmed. Pros and cons of different organizational culture types in the development of human resources were identified. We observed that hierarchical and clan cultures are the most common ones in Slovak enterprises. While hierarchical culture occurs in enterprises with no foreign participation, clan and market-oriented culture is strongly represented in enterprises with international participation. The results of organizational culture examination were confronted with the opinions of experts using the Delphi method leading to increasing the validity and reliability of the primary findings. Such opinions suggest links between the management of Slovak enterprises and national history and culture. Focus on flexibility, mutual communication, profitability and competitiveness is set in enterprises with international participation with influences of different cultures.en
dc.subject.translatedorganizational cultureen
dc.subject.translatedintercultural differencesen
dc.subject.translatedhuman resourcesen
dc.identifier.doidx.doi.org/10.15240/tul/001/2016-1-005
dc.type.statusPeer-revieweden
Vyskytuje se v kolekcích:Číslo 1 (2016)
Číslo 1 (2016)

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  1. DSpace at University of West Bohemia
  2. Publikace ZČU / UWB Publications
  3. Časopisy ZČU / UWB Journals
  4. Ekonomie a management
  5. 2016
  6. Číslo 1 (2016)