Management between continuity and change  a case study from Hungary

Tamás S. Vamosi

doi:10.5771/0949-6181-2001-2-121

Contents
- Chapter Expand | CollapseAuthorsPage
- Titelei/Inhaltsverzeichnis
- 119–120 Editorial The multiple faces of transition R. Lang, I. Winkler R. Lang, I. Winkler 119–120
- 121–188 Articles 121–188
  - 121–151 Management between continuity and change a case study from Hungary Tamás S. Vamosi Tamás S. Vamosi 121–151
  - 152–168 Enterprise Transformation as Coordination Game: The Leadership Challenge Klaus E. Meyer Klaus E. Meyer 152–168
  - 169–188 Analysing Sectoral Competitiveness: A Framework of Strategic Management A. Kancs, J. Kielyte A. Kancs, J. Kielyte 169–188
- 189–203 Forum 189–203
  - 189–194 Back to Europe Ein Programm für die betriebliche Reorganisation im Transformationsprozess Ralph-Elmar Lungwitz Ralph-Elmar Lungwitz 189–194
  - 195–196 Back to Europe eine Heimreise? Jure Kovač Jure Kovač 195–196
  - 197–201 Die Rebellion der Lebenswelt Christo Stojanov Christo Stojanov 197–201
  - 202–203 Zurück nach Europa, aber wohin? Ins Zentrum oder an den Rand? - oder - Wohin führt der neue Pragmatismus für die mittel- und osteuropäischen Reformländer? Rainhart Lang Rainhart Lang 202–203
- 204–209 Book Reviews 204–209
- 210–230 News / Information 210–230
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JEEMS Journal of East European Management Studies , page 121 - 151

Management between continuity and change a case study from Hungary

Autoren

Tamás S. Vamosi

DOI
- doi.org/10.5771/0949-6181-2001-2-121
- ISSN: 0949-6181
- ISSN online: 1862-0019
Abstract

This study examines how new concepts affect management in a Hungarian, previously government-owned company. The case-study is analysing how the concepts 'market' and 'market economy' are brought into the company and affect management. There is special focus on how management is constituted between 'cargoes-of-thoughts' and a new 'everyday life of reality'. With Berger and Luckmann (1966) as the primary frame of reference the paper will focus on practices in selected parts of management in the case company. It is shown that some parts of management (surprisingly) technically are almost unchanged in the new 'everyday life of reality' despite a new purpose, whereas other parts of management are quite new. In conclusion, the analyses will reveal that post-rationalizations and alternations have attributed to rationality - in a struggle against former 'cargoes-of-thoughts'.
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