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Management development in post‐transition Central Europe: Challenges and prospects
Author(s) -
Akbar Yusaf H.
Publication year - 2010
Publication title -
global business and organizational excellence
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.227
H-Index - 16
eISSN - 1932-2062
pISSN - 1932-2054
DOI - 10.1002/joe.20339
Subject(s) - multinational corporation , copying , business , transition (genetics) , western europe , state (computer science) , selection (genetic algorithm) , operations management , economic system , process management , political science , economics , computer science , international trade , european union , law , biochemistry , chemistry , finance , algorithm , artificial intelligence , gene
The current state of management development in post‐transition Central Europe (PTCE) faces a number of serious challenges, necessitating a revision of the management approaches currently used by both domestic and multinational companies operating in the region due to the fundamental and deeply rooted societal and individual discrepancies that continue to separate this region from Western cultures. Despite common practices, it is wrong to assume that the mere adoption of Western models would be sufficient to achieve desired results in terms of management development. Based on a firm‐level study of multinational companies based in Hungary, we suggest that companies operating in, or wishing to expand into, the region need to consider new ways of management development that are specifically designed for dealing with local realities, rather than copying what they may do elsewhere in Western societies. Adjustments need to be made throughout all the phases of the employment life cycle, encompassing selection and initial training, as well as the continuous development of employees. © 2010 Wiley Periodicals, Inc.