Higher education in Central Europe has been scrutinised from many different perspectives during the last 30 years. In our analysis, we focus solely on Hungary and specifically on two key areas: governance and organisational structure. Using an analytical model proposed by Leisyte (2014), we analyse how the governance and organisational structure of institutions have changed between 1985 and 2015, and consider what the driving forces might be behind these changes. Through our analysis, we found that the pendulum effect observed in organisational culture and leadership in Eastern Europe (Bakacsi, 2014) in periods of transition could also be identified in the governance models in Hungary. Despite evidence of a convergence of higher education policies in Bulgaria, Romania, Poland and the Czech Republic (Dobbins, 2011) towards the market-type model of higher education governance, we found that in Hungary the model is much more state-controlled and there is already an apparent move away from foreign-inspired ideals and models. It is suggested that Hungary is ahead of the apparent trend in other countries where they have yet to experience a swing in the opposite direction.

In challenging times, the need for innovation is heightened and stems from employees who exhibit intrapreneurial characteristics. Not every corporate culture is a suitable environment for intrapreneurial behavior. This study examines the relationship between potential entrepreneurial behavior and preferred culture type. Through a principal component analysis of a sample of 1056 university students, four principal components of enterprising behavior (and roles) are found: Planning on results (project manager); Bearing the burden (pressure bearer); Innovating for others (innovating showstopper); and Learning from mistakes (experimental learner). Using the Organizational Culture Assessment Instrument, a linear regression analysis was conducted of culture types against components. A combination of strong inverse and direct relationships are found between these components and culture types (clan, market, adhocracy, and hierarchy). The findings help practitioners understand how existing culture will inhibit or encourage enterprising behaviors, with potential benefits in recruitment and selection, reductions in staff turnover and increases in innovation potential. The findings also indicate a need for reconsideration of the employer brand when attracting intrapreneurs.

Purpose: The purpose of this paper is to explore how organisational culture has changed between 2011 and 2016 in a higher education institution (HEI) that has been faced with both significant internal and external changes. There are three areas to be examined: the change in culture on an organisational level, the demographic changes in the workforce, and the changes in values and perceptions of the workforce over time.Design/methodology/approach: This is an explorative study and a repeated cross-sectional study of the organisation. The authors used the same methodology and approach for both the 2011 and 2016 studies, namely, the Organisational Culture Assessment Instrument was used to ascertain respondents values and perceptions. The instrument was distributed in printed format to all members of staff and approval was received prior to distribution. Results were tested for significance using Cronbach’sαand ANOVAs.Findings: There were demographic changes in the workforce primarily for age, occupation and tenure of staff, but little change in gender. Despite these changes in the workforce, on an organisational level perceptions and values have changed little over the five-year period, despite a multitude of external and internal developments. Although there were statistically significant differences between culture types and demographics (age, tenure, gender and occupation), there was no single demographic with a statistically significant difference for a particular culture type, either in values or perceptions.Research limitations/implications: The study questions the concept of organisational culture being affected by internal integration and external adaptation over time. Results indicate that culture is, by itself, either slow to react change, or does not react at all. A high response rate would be best for getting a clear picture of the culture of the organisation and a qualitative study is necessary (and planned) to develop the findings further, as well as triangulate the findings of this study.Practical implications: This study should be of interest to practitioners as it presents the caveat that organisational culture of this study cannot be expected to change on its own, and highlights the need for a planned change process for the organisational culture to adapt to the changing needs of both the external and internal environments. The potential for resistance to change in this organisation appears is high and values and perceptions appear unrelated to any particular demographic.Social implications: Although the authors cannot generalise from this longitudinal case study, the authors can consider some potential social implications, especially if further studies confirm the findings. First, despite government attempts to develop higher education in Hungary, staff perceptions and values within the institution are harder to change. Second, any attempts to revitalise the organisation from the inside (such as in this case with the forced retirement of older employees) seem unfruitful. Finally, the HEI is struggling to survive, and yet employees seem to not be a part of that struggle.Originality/value: Although there are studies of organisational culture in HEIs, very few have undertaken a longitudinal approach. The study takes place in a unique situation: just before and just after extreme changes – both internally and externally – have taken place. Few studies question the organic and evolving nature of culture as it is difficult to predict when changes will occur. The study is in the unique position of having been able to do so.

In a higher education institution, perceptions and values are split due to the emergence of subcultures, and market orientation is split into competitive, customer (student) and interfunctional orientation. This study seeks to shed light on the concept of market orientation in this context through a comparison of perceptions and values of market orientation in subcultures in a higher education institution in Hungary and consider avenues for potential best practice. Through a mixed method approach, subcultures are identified and are found to exhibit a combination of overlapping and disparate market-oriented values and perceptions. Market orientation is found to be a continuum and affected by an array of latent variables, such as level of support (institutional and collegial), attitudes to performance appraisal and extent of external focus. Management must tailor the initial message of a market orientation strategy to the shared values at the organizational level, and then adjust the message and incentives to each subculture. In this way, management can create an atmosphere of cohesion, whilst addressing diversity in subcultures.

The aim of this study is to examine how bankruptcy prediction models forecast financial strength for family businesses. Three predictive tests are used to study financial strength for three consecutive years (2016, 2017 and 2018) for a sample of 462,200 active Hungarian companies using the Amadeus database and expert data. Complex statistical model tests for credit assessment (bankruptcy predictions) are performed by size and ownership of the companies. It is found that the revised Altman model is impeded by a superfluous high weighting on net working capital; therefore, IN05 Quick Test predicted better chances for businesses in generating cash flows in a small emerging economy. By re-formulating the Bankruptcy Index of Karas and Režňáková and refining its coefficients, the modified Bankruptcy Index is more robust for predicting the financial health of family businesses on a cash flow basis. The test results of this modified Bankruptcy Index confirm the relative advance of family businesses in creating added value for owners. Practical implications arise from a management perspective: family businesses work better with predictability of survival in accordance with the model; therefore, their ability to adapt to financial constraints caused by crises is also more promising.