All Stories

  1. Management in the shadow of war A comparative analysis of Czech, Hungarian and Slovak organizational responses to crises
  2. Az ideális munkahely megtalálásának akadályai.
  3. Obstacles to Finding the Ideal Workplace: A Gender-Based Analysis Across the V4 Countries
  4. A megbízók véleménye a menedzsment-tanácsadók munkájáról egy magyarországi és romániai empirikus kutatás tükrében
  5. A European perspective on intercultural competence and prejudice: a cross-cultural analysis
  6. A Paradigm Shift? Changes in HRM after the COVID-19 Pandemic in Six CEE Countries
  7. Factors influencing labour shortages in Visegrad (V4) countries with regard to difficult economic environments
  8. Trendek, tendenciák és paradigmaváltások az emberierőforrások menedzselése területén
  9. Diversity in Learning Processes
  10. Magyar-osztrák szervezetek HR-gyakorlata a Covid-19 világjárvány idején a 2021–2022-es Cranet kutatás tükrében
  11. High-Involvement Human Resource Management Practices and Employee Resilience: The Mediating Role of Employee Technology Adaptation—A Case Study of South Sumatra
  12. The Impact of the Difficult Economic Situation on the Operation of Slovak Companies in the Shadow of War
  13. A BIZONYTALAN GAZDASÁGI HELYZET BEFOLYÁSA A VÁLLALATI MENEDZSMENTRE ÉS A HR-RE A KORONAVÍRUS, A KILÁBALÁS ÉS A HÁBORÚ HATÁSAINAK TÜKRÉBEN • THE IMPACT OF THE UNCERTAIN ECONOMIC SITUATION ON CORPORATE MANAGEMENT AND HR IN THE LIGHT OF THE EFFECTS OF TH...
  14. Key Factors of Corporate Expatriates' Cross-Cultural Adjustment - an Empirical Study
  15. Labour Shortage and Labour Retention as a Possible Strategy in a Difficult Economic Situation Based on the Empirical Data of a Transitioning Economy
  16. A COVID-19 és az orosz-ukrán konfliktus hatása a vizsgált szervezetekre
  17. Psychological harassment at work in Hungary and Slovakia
  18. A Practical Paradigm Shift in Human Resource Management
  19. Effects of Institutional and Organizational Factors on the Changing Contours of Industrial Relations in Central and Eastern Europe
  20. Kilábalás a COVID-válságból – Empirikus bizonyítékok és tapasztalatok Magyarországról és Szlovákiából
  21. Impact of Covid-19 pandemic on the workload and home office in some European countries
  22. Impact of the three waves of COVID-19 pandemic on the HR practices of Hungarian organizations–Experience from an empirical study
  23. Job retention opportunities in a pandemic crisis based on the example of three countries in the Asia-Pacific region
  24. HRM challenges in Slovakia generated by the Covid-19 pandemic
  25. Szervezeti attitűdök és menedzsment döntések a munkavállalók vírussal szembeni védettségéhez
  26. The role of emotional intelligence and cross-cultural adjustment on job performance of self-initiated expatriates with origins from Central Asian countries
  27. The Mediating Role of Employee Engagement in the Relationship between Flexible Work Arrangements and Turnover Intentions among Highly Educated Employees in the Republic of Serbia
  28. A munkaerőhiányra adott szervezeti válaszok és munkaerő-megtartási stratégiák a tulajdonosi háttér és a szervezeti méret alapján
  29. Characteristics of Crisis Management Measures in the HR Area During the Pandemic in Hungary – Results of a Countrywide Survey of Organizations
  30. Characteristics of Crisis Management Measures in the HR Area during the Pandemic in Hungary – Literature Review and Methodology
  31. Impact of the Covid-19 pandemic on unemployment in selected countries and country groups
  32. Similarities and differences of the HR practices in foreign-owned subsidiaries in the post-Soviet region in comparison to Central and Eastern European countries
  33. Cranet Executive Report on International Human Resource Management: Summary and Analysis of 2021-2022 Survey Data
  34. Predicting the Relationship between Green Transformational Leadership, Green Human Resource Management Practices, and Employees’ Green Behavior
  35. HR Trends and Tendencies in Hungary in the Light of the Experiences of the Latest Cranet Survey 2021
  36. Szervezeti válaszok a koronavírus járvány harmadik hullámában
  37. Relationship between Cultural Origin of Multinational Companies and Employing Expatriates in Foreign Subsidiaries in Central and Eastern Europe
  38. A comparative study on culture-specific and cross-cultural aspects of intercultural relations in Hungary, Serbia, Czech Republic, and Germany
  39. Vezetői motiváció a munkaerő-megtartás szolgálatában, különös tekintettel a dél-dunántúli régió kis- és középvállalkozásaira
  40. Leadership Styles, High-Involvement Human Resource Management Practices, and Individual Employee Performance in Small and Medium Enterprises in the Digital Era
  41. An empirical study of consulting in a transitional economy in the Central European region during COVID-19
  42. Pursuing Consultant Performance: The Roles of Sustainable Leadership Styles, Sustainable Human Resource Management Practices, and Consultant Job Satisfaction
  43. The Relationship between the Employment of Expatriates and the Subsidiary Performance of Multinational Companies in Five CEE Countries
  44. ALKALMAZOTTI MAGATARTÁS A PANDÉMIÁBÓL VALÓ KILÁBALÁS ÉS AZ OROSZ-UKRÁN KONFLIKTUS KEZDETÉN
  45. MUNKAERŐ MEGTARTÁS CSEHORSZÁGI ÉS MAGYARORSZÁGI JELLEMZŐI - SZERVEZETI VÁLASZOK TÜKRÉBEN
  46. A TANÁCSADÁS DIMENZIÓI
  47. AZ EMBERIERŐFORRÁS-MENEDZSMENT GYAKORLATA: MAGYARORSZÁG 2021: Cranet kutatási jelentés
  48. Kilábalás – Újranyitás – Növekedés
  49. Management Consultancy in Central and Eastern Europe
  50. Coronavirus crisis challenges and HR responses – Hungary 2020 – framework of domestic research
  51. The COVID-19 pandemic and Hungarian human resources: challenges and responses
  52. Possible Discrimination in the Workspace Following Acceptance or Rejection of COVID-19 Vaccination – Opinions of Hungarian Employees
  53. A HR válasza a koronavírus-járvány okozta kihívásokra
  54. Scale Characteristics of Intercultural Competence Measures and the Effects of Intercultural Competence on Prejudice
  55. Labor Shortage in Seven Central and Eastern European Countries in Transition: Before and During COVID 19
  56. Human Resource Management in the Postsocialist Region of Central and Eastern Europe
  57. Regional HRM Trends in Private and Public Sectors: A Comparative Approach
  58. Nemzetközi menedzsment
  59. A V4 ORSZÁGOK AKTUÁLIS MUNKAERŐPIACI TRENDJEINEK ÖSSZEHASONLÍTÁSA
  60. Consulting during the coronavirus in the light of an empirical survey in Hungary
  61. Employment in Hungarian economy as a result of the COVID-19 pandemic
  62. HR-VÁLSÁGKEZELÉS A KORONAVÍRUS JÁRVÁNY EGYES FÁZISAIBAN A KORONA-HR FELMÉRÉS ADATAI ALAPJÁN
  63. RESPONSIBILITY OF THE EMPLOYERS AND EMPLOYEES IN HUNGARY: THE IMPORTANCE OF HYGIENE DURING THE PANDEMIC
  64. The managerial implications of the labor market and workplace shortage in Central Eastern Europe
  65. A magyarországi munkaerőpiac átalakulásának okai egy hazai empirikus kutatás tükrében
  66. Management Consulting Trends in Slovakia in the Light of Global and Regional Tendencies
  67. INITIAL FINDINGS FOR LABOUR MARKETS IN THE CZECH REPUBLIC, HUNGARY, POLAND AND SLOVAKIA
  68. Multinationals and the evolving contours of their human management practices in Central and Eastern Europe and the former Soviet Union
  69. Menedzsmenttanácsadási trendek a szomszédos Szlovákiában globális és regionális tendenciák tükrében
  70. Who Is in Charge Here? Evidence of the Division of Roles and Responsibilities Between Global and Local HR Managers in MNEs Operating in the CEE Region
  71. Benchmarking in human resource management in focus of Central and Eastern Europe in the light of CRANET research
  72. Human resource management practices transferring from foreign firms to Russia: The case of MNCs subsidiaries
  73. A MENEDZSMENT TANÁCSADÁSI PIAC VÁLTOZÁSAI GLOBÁLIS, REGIONÁLIS, MAGYARORSZÁGI ÉS SZLOVÁKIAI TRENDEK TÜKRÉBEN
  74. International assignments, human capital resources and MNC subsidiary performance in CEE countries
  75. A HR három évtizedes magyarországi fejlődésének főbb momentumai, nemzetközi összevetésre alkalmas empíriák tükrében
  76. Az alkalmazottak fluktuációjának és munkaerőhiányának elemzése a közszférában egy országos empirikus kutatás tükrében
  77. Global, regional and local similarities and differences in HRM in light of Cranet researches (2008-2016)
  78. Labor market trends and tendencies in Hungarian public sector in light of an empirical research
  79. The Intensity of Human Resources Information Systems usage and Organizational Performance
  80. A munkaerőhiány néhány kérdése a közép-magyarországi régióban – empirikus vizsgálat alapján
  81. Szervezeti képzések gyakorlata Magyarországon a nemzetközi adatok tükrében
  82. Knowledge management in human resource management: Foreign-owned subsidiaries’ practices in four CEE countries
  83. Globális, regionális és helyi hasonlóságok és különbségek az emberierőforrás-menedzsmentben
  84. Flexibility benefits - Cafeteria Plan. How the characteristics of the firms affect the system Cafeteria Plan in Hungary
  85. Central and Eastern European Experience of the X-Culture Project in Teaching International Management and Cross-Cultural Communication
  86. Practices of Human Resource Management in Light of Cranet Empirical Research 2015–2016
  87. Rugalmas juttatások – Cafeteria: A szervezet sajátosságainak hatása a cégek cafeteria rendszerére
  88. Atypical Forms of Employment on Hungarian-Slovakian Border Areas in Light of Empirical Researches
  89. A külföldi tulajdonú vállalatok emberi erőforrás menedzselésének jellegzetességei és sajátos kontingenciafaktorai Kelet-Közép-Európában
  90. Hungary: Creating New Opportunities for Talent
  91. Comparative Business Ethics – Idealism and Relativism in Light of Empirical Researches in Eight CEE Countries, Finland, and Turkey
  92. Talent Management in Central and Eastern Europe: Similarities and Differences
  93. Creating a Talent Management Agenda for a Global Environment
  94. A HR stratégiai szerepe Magyarországon és Szlovákiában a nemzetközi Cranet kutatás tükrében (2015-2016)
  95. Juxtaposition of Organizational Competitive Factors and Performance Evaluation in Conjunction with Their Implications for HRM in MNCs: Part One, Contextual Review and Comparison of Central European and Polish Findings
  96. Juxtaposition of Organizational Competitive Factors and Performance Evaluation in Conjunction with Their Implications for HRM in MNCs: Part Two, Statistical Correlation Analysis within the Polish Findings
  97. Management compensation systems in Central and Eastern Europe: a comparative analysis
  98. The System of Means for Overcoming the Crisis – Based on an Empirical Examination at Companies in Budapest and Békés County, Hungary
  99. Critical issues of human resource planning, performance evaluation and long-term development on the central region and non-central areas
  100. Reorganizáció, outplacement a versenyképesség érdekébe
  101. Humánerőforrások és a technikai, technológiai fejlődés kihívásai a menedzsment-paradigmák tükrében
  102. X-Culture: An International Project in the Light of Experience Gained over the Years (2010-2016)
  103. Evaluation of ethical position in eight CEE countries and Finland – results of an empirical research
  104. HR Positioning—A Matter of National Culture? Facts from Hungary
  105. International Human Resource Management
  106. The Emerging Outline of Selected HRM Business Practices In MNC In Central Europe – The Empirical Research Findings
  107. Training practices and organisational performance: A comparative analysis of domestic and international market oriented Organisations in Central & Eastern Europe
  108. Integrating environment economy to project management
  109. HR Management at Subsidiaries of Multinational Companies in Central-Eastern Europe in Light of Two Surveys of Empirical Research in 2008 and 2013
  110. Evolution of External Consultant Involvement in Human Resource Management in Eastern Europe (1990-2007)
  111. Factors Influencing Human Resource Management Solutions at Subsidiaries of Multinational Companies in Central and Eastern Europe
  112. Evolution of cafeteria systems – past-present and future
  113. A HR gyakorlatok alakulásának összehasonlító vizsgálata a világ négy régiójában, közép-kelet-európai sajátosságokat keresve
  114. Professional Occupations, Knowledge-Driven Firms, and Entrepreneurship: A National and Regional Analysis
  115. Human Resource Management in the Central and Eastern European Region
  116. The impact of the crisis and recovery on HR and knowledge management in focus – a Hungarian-Slovakian comparison 2009
  117. Comparative international human resource management (CIHRM) in the light of the Cranet Regional Research Survey in Transitional Economies
  118. Human resource management practices of large multinational firms in Hungary, 1988–2005
  119. Human resource management under change in the Romanian civil service in an international context
  120. The multiple mandates of national park systems
  121. A HR-funkció átalakulása a Magyarországon működő nemzetközi vállalatoknál egy empirikus felmérés tapasztalatainak tükrében
  122. Similarities and differences of human resource management in private and public sector organisations in the light of new public management in international comparison
  123. In focus, Hungarian and Central Eastern European characteristics of hunman resource management – An international comparative survey
  124. Trendek és tendenciák a magyarországi állami egyetemek HR rendszereinek továbbfejlesztése területén
  125. The Global Management Consulting Sector
  126. Regionális különbségek az emberi erőforrás menedzselés gyakorlatában
  127. Foreign involvement in the Hungarian economy: its impact on human resource management
  128. The evolution of multinational participation in Eastern Europe