Purpose: The purpose of this paper to examine the impact of shop floor (SF) culture (organizational culture (OC) perceived by workers) and SF subcultures assessed by the competing values framework (CVF) on the perceived use of lean production (LP) practices. Design/methodology/approach: The authors analyse questionnaires completed by workers at the single case company undergoing a commonplace lean transformation. The survey items cover both LP items and CVF statements. The propositions are analysed applying cluster analysis and regression. Findings: At the case company, the multidimensionality of SF culture only partially exists, and the perceived use of LP practices shows little connection to OC. The considerable differences between SF culture and SF subcultures on the one hand and among SF subcultures on the other hand indicate the existence of a special multidimensional SF culture. Altogether, SF culture’s impact on LP is weak. Practical implications: Managers should rethink the usual lean implementation pathways and understand how values pervade SF culture and how culture types impact the perceived use of LP practices at the SF. Managers could face a trade-off: smoother lean transition by engaging in SF subculture-specific transitions and reinforcing it or by developing a homogenous lean SF culture. Originality/value: To the best of the authors’ knowledge, this is the first empirical attempt to understand the impact of SF culture on the perceived use of LP practices by adopting a validated OC measurement tool. Furthermore, the study provides insight into workers’ subcultures.

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.

The main aim of this study is to explore the conceptual framework of corporate financial culture and its practical relevance in an emerging Central European market economy, at the level of the Hungarian SME, with a special emphasis on the Hungarian SME sector. In our study, we highlight each dimension of corporate financial culture, focusing on the established corporate financial culture index, and within it, we examine the significance of the financial management elements sub-index and the risk and insurance sub-index separately. In addition, we look for logical, causal, and statistically verifiable relationships between corporate financial literacy and the outcome of corporate financial decisions and corporate risk taking. The relationships were broken down over two years in the analysis. Approximately 2167 responses were included in the 2019 sample and 3281 in the 2021 sample. These representative samples were taken from the Hungarian SME sector and multiple linear regression models were built to find a significant moderation effect of financial literacy between perceived risks and the insurance activity of companies. We conducted our research in two different periods, the unique feature of which is that we conducted a survey before and during the coronavirus crisis, so we could make a comparative analysis. The method used in this research study is a literature review analysis of reference manuscripts, discussing topics related to financial literacy, corporate risk management, and corporate financial management, published in the last 10 years. Our results show that there are positive and significant relationships between company management, corporate risk management, and corporate financial literacy. The results of our study draw the attention of company leaders to the practical significance of financial culture—efficiency, profitability, and stability.

The effects of the COVID-19 pandemic and the Russian–Ukrainian war have had a significant impact on economies around the world, with pivotal implications for the activities of companies. The issue of corporate financial literacy has been within our scope of interest for a matter of years now, and this study aims at re-enforcing our previous overall theoretical and literacy-based analysis from a methodological approach. We use our own previous databases to explore and analyze the importance of corporate financial literacy, taking into account the economic factors inside and outside the organization that affect the businesses. For this, a confirmative factor analysis (CFA) model has been created. The article aims at two things with this. On the one hand, we intend to introduce the wider scope of the fit tests applicable in the CFA, thus giving a direction to other authors. It also allows for adequate verification for their models, while at the same time conducting the fit test for our corporate financial literacy model as well as a valid model framework suitable for making measurements and deductions. With the resulting model, this paper aims to examine the corporate financial literacy, the current economic challenges, and the issues faced by managers during crises. In addition to all this, with our article, we also want to make some contribution to the methodology of empirical data analysis: in the article we collect the fit tests that can be used to validate confirmatory factor models, the way they are determined, and most importantly, we try to sort out the literature approaches to the acceptable values of these tests, giving the reader a kind of guide and a reference base. The results of the research identify response measures that can contribute to increasing companies’ resilience based on the principles of financial awareness.

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.

Corruption is one of the biggest barriers to sustainable development. Several objectives of the Sustainable Development Goals (SDGs) are directly linked with the fight against corruption, as it has an influence on the achievement of every single development goal. The aim of this research is to examine decision-making patterns in a typical corruption situation. The following research questions have been formulated: (1) what kind of decision-making approaches are effective against partners maintaining different strategies, and how do these relate to certain generations? (2) Is there a difference between the behavior patterns of employees of SMEs, large corporations, and the public sector in a situation that provides the opportunity for corruption? To answer these research questions, an agent-based corruption experiment was conducted, building on the prisoner’s dilemma. The relationship between cooperation and corruption was examined through the analysis of decision-making situations to uncover when and with which partners (artificial agents) the participants first start to cooperate or become corrupt. The results show that there is a significant difference in the propensity to cheat among different generations. Furthermore, the behavior patterns of employees of large corporations, SMEs, and the public sector also show deviation in a corruption situation.