Corvinus University has always been one of the leading institutions in the Hungarian family business research since 1990s. Because of the great variety and complexity of family firms, their research requires composite and integrated approaches. Hence although the focal point of the Center is the one of the management sciences, we aim to integrate the managerial perspective with psychological and sociological viewpoint. In accordance with our founders’ expectations, our primal research concern relates to medium and large Hungarian family firms.
The Center’s research work concentrates on issues of succession, governance and change-adaptation and innovation – these are our dedicated research topics inside the discipline of family business research.
Hungarian family business profile
Succession and governance
The main aim of the project is to explore the ’as is’ situation of the Hungarian family firms to gain an initial „bird view” perspective of these businesses. The research subjects were all Hungarian family firms with an annual turnover between 80 million HUF to 150 billion HUF excluding the ones offering financial services. With the support of external data collector, a large sample database of 1400 family firms had been built which is representative both in regards to the firms’ geographical location, size and industry. We inspect basic ownership and leadership configurations, the presence of potential transgenerational entrepreneurial heritage, succession intentions as well as firms’ economic performance. More detailed, fine-tuned data collection is also conducted on non-financial family aspirations, succession and governance situation and on professionalization of these companies.
Participants: Dr. Attila Wieszt, Dr. György Drótos, Éva Vajda
The glass-ceiling in work
Non-family employees and perceived fairness
Performance Management System (PMS) and its related sub-system, the Performance Appraisal System (PAS) are two of the most critical human resource practices for organizations. Performance management is an integral part of the annual business planning cycle. An effective and successful socialization and integration of the non-family CEOs, managers and employees into the family business through formal HRM processes can foster the expansion of the company. That is why it is important that the organizations implement PMS, which are perceived as fair by the employees. The perception of injustice resulting from the bifurcated treatment of family and nonfamily members can negatively affect family firm performance. The aim of the project is to explore the differences and similarities between family members and non-family members in managerial and non-managerial level regarding the perceived fairness of performance management and appraisal system in Hungarian family businesses.
Participants: Éva Vajda, Barbara Meretei