Far-East Secret: Knowledge Elements of Vietnamese Family Businesses Operating in Hungary
Science Journal of Business and Management
Volume 3, Issue 1-1, February 2015, Pages: 32-38
Received: Nov. 30, 2014; Accepted: Dec. 9, 2014; Published: Dec. 27, 2014
Views 2571      Downloads 152
Authors
Ildikó Marosi, Óbuda University, Keleti Faculty of Business and Management, Budapest, Hungary
Thinh Duong Van, Óbuda University, Keleti Faculty of Business and Management, Budapest, Hungary
Article Tools
Follow on us
Abstract
The focus of our analyse is on the Vietnamese family businesses which are operating in Hungary. What type of assets did they have during the 2008 economic crisis? Which are the special characteristics, values, knowledge and experiences that helped them to develop in a foreign environment? These families and family businesses had to learn language, roles, rules, traditions, legislations etc. Ten family businesses were involved in our primary qualitative research and principal characteristics were identified which determine their knowledge management. They have two powns to survive: one is the ability for extremely quick learning new knowledge and flexible adaptation to the environment. The second one is the original (Vietnamese) value system of their families which provide a supporting background for these processes.
Keywords
Family Businesses, Hungary, Knowledge and Competences, Values, Vietnamese National Culture
To cite this article
Ildikó Marosi, Thinh Duong Van, Far-East Secret: Knowledge Elements of Vietnamese Family Businesses Operating in Hungary, Science Journal of Business and Management. Special Issue: The Role of Knowledge and Management’s Tasks in the Companies. Vol. 3, No. 1-1, 2015, pp. 32-38. doi: 10.11648/j.sjbm.s.2015030101.16
References
[1]
A. Almási, “Corporate culture at family businesses.” in G. Pop, “11th Annual International Conference on Economics and Business, Challenges in the Carpathian Basin, Global challenges, local answers”, 16-17th of May, 2014, Sapientia Hungarian University of Transylvania, Miercurea Ciuc, Risoprint, Cluj-Napoca, pp. 373-391.
[2]
G. W. Creed, “Family Values” and Domestic Economies”, Annual Reviews Antropol., University of New York, vol. 29, 2000, pp. 329-55.
[3]
M. Csath, “Stratégiai változásmenedzsment.” Aula Kiadó, Pudapest, 2001.
[4]
M. Dobák, Zs. Antal, “Vezetés és szervezés. Szervezetek kialakítása és működtetése.” Aula Kiadó, Budapest, 2010.
[5]
W. G. Jr. Dyer, “Examining the “Family Effect” on Firm Performance.” Family Business Review, 19, 2006, pp. 253-373.
[6]
European Commission, “A vállalkozói szemlélet és készségek fejlesztése az Európai Unióban.” European Union, http://ec.europa.eu/enterprise/policies/sme/regional-sme-policies/documents/no.1_entrepreneurial_mindsets_hu.pdf, 2014.06.03.
[7]
P. Futo, “Hungary: a quantitative overview of irregular migration”, in A. Trandafyllidou (ed.), Irregular Migration in Europe: Myths and Realities, Ashgate, Farnham, 2010, pp. 167-186.
[8]
T. Habbershon, M. L. Williams, “A resourcebased framework for assessing the strategic advantages of family firms”, Family Business Review, 12, 1999, pp. 1-25.
[9]
T. G. Habbershon, M. Williams, I. C. MacMillan, “ A unified systems perspective of family firm performance,” Journal of Business Venturing, 18, 2003, pp. 451-465.
[10]
L. Henczi, “Tudás és/vagy kompetencia.” www.mszi.hu, 2009, downloaded 30.03.2010.
[11]
A. G. Hessami, M. Moore, “Competence Matters More than Knowledge.” The Electronic Journal of Knowledge Management, vol. 5, issue 4, pp. 387-398.
[12]
M. Hitchcock, S. Wesner, “Vietnamese values, networks and family businesses in London”, Asia Pacific Business Review, vol. 15, no. 2, April 2009, pp. 265-282.
[13]
G. Hofstede, G. J. Hofstede, “Cultures and Organizations: Software of the Mind: (Intercultural Cooperation and its importance for survival), 2 McGraw-Hill, New York, 2005.
[14]
G. Hofstede, “Cultural tools Country Comparison.” http://geert-hofstede.com/vietnam.html, 29.11.2014.
[15]
W. J. Irava, K. Moores, Clarifying the strategic advantage of familiness: Unbundling its dimensions and highlighting its paradoxes.” Journal of Family Business Strategy, 1, 2010, pp. 1313-144
[16]
I. Kertai-Kiss, “A nemzeti és szervezeti kultúrák illeszkedése a nemzetközi szakirodalom alapján,” VIKEK, in progress, ISSN 2062-1396
[17]
I. Kertai-Kiss, “The fit of national and organizational cultures in international scientific literature,” Management, Enterprise and Benchmarking in the 21st Century, Óbuda University, Budapest, 2014, pp. 301-314.
[18]
K. Lazányi, “Entrepreneurs of the future.” Serbian Journal of Management, 9 (2), 2014, pp. 149-158.
[19]
K. Lazányi, “Short Assessment of the Situation of Hungarian SMEs and Potential Role of Higher Educational Educational Institutes.” in I. Mihajlović (ed), “Possibilities for development of business cluster network between SMEs from Visegrad countries and Serbia.” International May Conference on Strategic Management – Bor, Serbia, University of Belgrade, 2014, pp. 55-64.
[20]
I, Mandl, “Overview of Family Business Relevant Issues.” Contract No. 30-DE-0164021/00-51 Final Report KMU Forschung Austria, Austrian Institute for SME Research, Vienna, 2008.
[21]
I. Marosi, “Roles of Socialisation in Strengthening the Labour-market positions of young entrants”, Serbian Journal of Management, 9 (2), 2014, pp. 173-182.
[22]
T. Maroukis, K. Iglicka, and K. Gmaj, “Irregular Migration and Informal Economy in Southern and Central-Eastern Europe: Breaking the Vicious Cycle?” International Migration, vol. 49 (5, E. Gozdziak, Ed. Georgetown University, 2011, pp.129-156.
[23]
H. H. D. Nguyen, N. T. Nguyen, “Examining Personal Values and Entrepreneurial Motives of Vietnamese Entrepreneurs in the 21st Century: Two Empirical Studies,” African and Asian Studies 7, 2008, pp. 141-171.
[24]
E. Sik, “Emberpiac a Moszkva-téren – szűkülő változatlanság 1994 és 2004 között”, Közgazdasági Szemle, 53(3), 2006, pp. 253-270.
[25]
Cs. Székely, “A “tanuló régió” koncepció szerepe a gazdaság és a felsőoktatás kapcsolatrendszerében.” in A. Tóth (ed), “Gazdaság, felsőoktatás, munkapiac.” Arisztotelész, Sopron, 2006.
[26]
H. D. Te, “The Vietnamese philosophy of life.“ www.geocities.com/soho/den/5908/religion/philosophy.html. 2006.
[27]
F. Trompenaars, Ch. Hampden-Turner, “Riding the Waves of Culture: Understanding Diversity in Global Business” 2nd Edition, McGraw- Hill, 1997
[28]
L. M. Uhlaner, “Business family as team: Underlying force for sustained competitive advantage.” in P. Poutziouris, K. X. Smymios, S. Klein (Eds), “Handbook of research on family business”, Edward Elgar, Cheltenham, 2006, pp. 125-144.
[29]
A. M. Williams, V. Baláž, “Winning, then Losing, the Battle with Globalization: Vietnamese Petty Traders in Slovakia,” in International Journal of Urban and Regional Research, vol. 29.3 pp. 533-49, September 2005.
[30]
J. Yan, R. L. Sorenson, “The influence of Confucian ideology on conflict in Chinese family business.” in International Journal of Cross Cultural Management, vol. 4, (1), 2004, pp. 5-17.
[31]
Š Zapletalová, “The Influence of Globalization Process on the Business Management of Entrepreneurial Subjects in Central and Eastern Europe,” 2011, http://vta.ttvam.lt/index.php/vta/article/viewFile/115/211, 07.12.2014.
ADDRESS
Science Publishing Group
1 Rockefeller Plaza,
10th and 11th Floors,
New York, NY 10020
U.S.A.
Tel: (001)347-983-5186