ROLE ALLOCATION AND STRATEGIC CHANGE: COMPARATIVE STUDY OF THE COMPETENCIES OF AUSTRIAN AND SLOVAK MANAGERS

• Authors: Ferenčíková Soňa , Jürgen Mühlbacher , Georg Kodydek , Michaela Nettekoven
• Languages of publication: EN

Abstracts

EN

The top managers are often mentioned as a key factor of successful change management in management literature. In practice, we often find them more hindering than helpful. This article has a closer look at the competencies of top managers to answer the question of their positive or negative influx on change management processes. On the base of a cluster analysis and according to Tanimoto, the data of 275 German speaking and 100 managers from Slovakia show that top management in Austria and upper managers in Slovakia are completely unwilling to change their behaviour. So, they can never be seen as role models for change managers. Also the upper management does not foster change according to theoretical approaches. Only the middle and operative management behaves according to literature. Thus, we definitely have to question the different hierarchical roles of managers within the change process and rethink current change management concepts. If top and upper managers don’t seem to be interested in initiating change, we will have to have a closer look at the bottom up processes – as it is already known from the IT perspective.

Keywords

EN

CHANGE MANAGEMENT; COMPETENCY MANAGEMENT; MANAGER; AUSTRIA; SLOVAKIA; CLUSTER ANALYSIS

• Publisher: Institute of Slovak and World Economics and Institute for Forecasting, Slovak Academy of Sciences
• Journal: Ekonomický časopis (Journal of Economics)
• Year: 2012
• Volume: 60
• Issue: 7
• Pages: 717 – 731

Contributors

author

Ferenčíková Soňa

• Vysoká škola manažmentu, Panónska 17, 851 04 Bratislava, Slovak Republic

author

Jürgen Mühlbacher

author

Georg Kodydek

author

Michaela Nettekoven