Cross-cultural interactions are inherently emotional processes because they involve a considerable amount of uncertainty and a potential for misunderstanding. This study aims to fill a gap in the literature by designing an easy-toimplement teaching module that brings emotions and emotional awareness more centrally into analysis of cross-cultural business communication. The business schools of a Hungarian university in Budapest and an American university in northern California collaborated in the teaching module by using videoconferencing and screen-capture technologies. The authors examined the effectiveness of this module based on their observations and an analysis of the qualitative data collected from the participating students. The results of the study suggest that the videoconferencing technology can be a viable tool to create real-time interactions between students in different countries in which they can experience, express, observe, and reflect on emotions. Students gained firsthand experience in videoconferencing and enhanced
Purpose -The purpose of this paper is to explore three key aspects of managerial decision making, namely managerial skills and attitudes, information and performance measurement supporting decision making, and companies' approaches to the management of relationship with their stakeholders. Design/methodology/approach After giving a hroad view of the management practice of the sample, the paper analyzes the differences (by company size, dominant ownership, and performance) of companies according to the routines and attitudes of decision making. Findings -The findings of the research paper suggest that managerial capabilities and skills, and attitudes toward decision making, the information and performance measurement supporting decision making, and companies' approaches to the management of relationship with their stakeholders have a significant impact on the effectiveness of managerial decision making. All these factors play an important role in the competitiveness of the Hungarian companies.
Research limitations/implications -This research was based on a questionnaire. Further investigations would lie necessary to check the results by interviews and case studies.Practical implications -Beyond summarizing the main experiences, the paper draws up some recommendations for the business community reflecting on the successful companies' practice. Originality/value -The tiiree factors presented by the paper can constitute a possible framework of managerial decision making in further researches.
The aim of this study is to identify the individual and contextual factors that facilitate or hinder employees' creativity. However, in this paper the literature is also referring to critical factors that impact employees' creativity. According to the creativity's state of the art, we focused on factors based on creativity's 4P, choosing Person (characteristics of creative persons) and Place (environmental factors that influence creativity). Considerable research efforts have been invested to explore the possible connections between these two domains by investigating the Hungarian labour market. We found that the probability that a creative person works in a creative workplace is twice greater than that of the case of a non-creative person. This study presents the requisites of a creative workplace so that employees' creativity can be developed and a kind of work environment which facilitates organizational creativity can be created. First, we have collected and presented the best practices of recruitment-tools which help managers to hire the most creative applicants. With these two components, i.e. finding creative workers and securing them a creative friendly environment, the business success is guaranteed.
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