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• The shift from Office to Customer Oriented Culture: the Case of the Hungarian Post: Liberalizáció és szervezeti változások a postai szektorban

  143-158

  Eva Farkas

  Maria Petrovics

  Views:

  269

  The case study is conducted within the framework of organizational change and organization innovation, and examines the changes in knowledge requirements and the alterations caused by the liberalization generated by the Magyar Posta Zrt. The study focuses on the transformation of official attitudes, the make up of the required knowledge and how organizational changes have facilitated the development of a customer-oriented organizational structure. Based on the interviews conducted, the conclusion is that the process of “providing service ex-officio” has not yet been completed, but the employees are increasingly becoming involved in a client-centred approach. On the management level the preservation of the hierarchy and the status quo have more importance than the expression of the new organizational values.

  Journal of Economic Literature (JEL) classifications: D23, M14

• Mobilizing Social and Organizational Resources in Project Type Cooperation: A Case Study in Networking in Interactive Media Firms

  25-40

  Csaba Mako

  Peter Csizmadia

  Views:

  139

  The paper aims at the identification and interpretation of specific coordination problems faced by project-based work organisations using the example of an interactive portal development for a leading
  Hungarian economic weakly. The study provides a brief overview of the most important theoretical approaches concerning project-based work organisations and the characteristics of the new or interactive
  media sector, which may act as a new model in the fast growing knowledge economy. The interactive portal development is typical of the so-called studio-model of project-based firms (PBF) characterised by
  the novel and singular character of the product or service and by the uncertain and fluid nature of the necessary knowledge and skills. The study calls attention to the project manager’s key role in combining
  formal and tacit skills and in the coordination of actors’ behaviour which is driven by different logics. In addition, the authors stress the importance of the client’s key role in designing and developing the
  interactive media service.

  JEL classifications: L86; M54; Z13