Why Can Vietnamese Family Businesses Operate as Social Responsible Entrepreneurs
Science Journal of Business and Management
Volume 4, Issue 1-1, January 2016, Pages: 22-28
Received: Nov. 30, 2015; Accepted: Dec. 18, 2015; Published: May 13, 2016
Views 2833      Downloads 53
Authors
Ildikó Marosi, Keleti Faculty of Business and Management, Óbuda University, Budapest, Hungary
Van Thinh Duong, Keleti Faculty of Business and Management, Óbuda University, Budapest, Hungary
Article Tools
Follow on us
Abstract
In social responsible enterprises is a special emphasis on how they relate to stakeholders, and who are considered the most important ones. It is also conceived what targets will be set, and what behave in a way, what actions they want to take to achieve them. Moreover, there have some differencies between Asian and European cultures. Hence, it leads to the various ways in doing business Vietnamese family businesses and European entrepreneurs. The centre of the research is the analysis of Vietnamese family businesses are operating in Hungary. The qualitative research took place in autumn of 2014, used a small sample, based on their declared and acted values, that Vietnamese family businesses act as social responsible entrepreneurs.
Keywords
Hungary, SMEs, Stakeholders, Values, Vietnamese Family Businesses
To cite this article
Ildikó Marosi, Van Thinh Duong, Why Can Vietnamese Family Businesses Operate as Social Responsible Entrepreneurs, Science Journal of Business and Management. Special Issue:Ethical Challenges in the 21st Century. Vol. 4, No. 1-1, 2016, pp. 22-28. doi: 10.11648/j.sjbm.s.2016040101.14
Copyright
Copyright © 2016 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
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]
Baron, D. P. “Corporate Social Responsibility and Social Entrepreneurship.” Journal of Economics & Management Strategy, 2007, no. 3, p. 683-717.
[3]
Ceja, L., Agulles, R., Tapies, J. “The Importance of Values in Family-Owned Firms.” IESE Business School University of Navarra, Working Paper WP-875, 2010, July.
[4]
Chikán, A. “Bevezetés a vállalatgazdaságtanba.” Budapest, Aula Kiadó, 2006.
[5]
Clarkson, M. “A stakeholder framework for analyzing and evaluating corporate social performance.” Academy of Management Review, 1995, 20, p. 92-117.
[6]
Dinya, L. “Szervezetek sikere és válsága.”Akadémiai Kiadó, Budapest, 2008.
[7]
Duh, M., Belak, J. “Core Values, Culture and Ethical Climate in Family Versus Non-Family Enterprises.” International Conference on Management, Enterprise and Benchmarking, June 5-6, Óbuda University, Budapest, 2009, p. 49-69.
[8]
EC “Annual report on European SMEs.” http://ec.europa.eu/growth/smes/business-friendly-environment/performance-review/index_en.htm#annual-report, 2015a, 30.11.2015.
[9]
EC. “2015 SBA Fact Sheet Hungary” http://ec.europa.eu/growth/smes/business-friendly-environment/performance-review/files/countries-sheets/2015/hungary_en.pdf, 2015b, 30.11.2015.
[10]
Garcίa-Marzá D. “Trust and Dialogue: Theoretical Approaches to Ethics Auditing.” Journal of Business Ethics, 2005, 57.
[11]
Hauswald, H. “Stakeholder Trust in Family Businesses”. Springer Gabler DE, 2013.
[12]
Hunt S. D., Wood V. R., Chonko L. B., “Corporate Ethical Values and Organizational Commitment in Marketing”. Journal of Marketing, 1989, 53 (3).
[13]
Keller, T., “Értékek 2013. október. Bizalom, normakövetés, az állam szerepéről és a demokráciáról alkotott vélemények alakulása Magyarországon.” “A gazdasági növekedés társadalmi/kulturális feltételei” c. kutatás 2013. évi hullámának elemzése. www.tarki.hu/hu/research/gazdkult/index.html, 2013.
[14]
KPMG. “Family Business Survey 2013” http://www.kpmg.com/au/en/issuesandinsights/articlespublications/family-business-survey/pages/full-report-2013.aspx.
[15]
Lazányi, K. “Entrepreneurs, Not Lone Wolves.” in: Michelberger, P. (szerk.) MEB 2013: 11th International Conference on Management, Enterprise and Benchmarking. Proceeding, Budapest, Óbudai Egyetem, 2013a, p. 157-166.
[16]
Lazányi, K. “What is entrepreneurship?” ERENET Profile, 2013b, 7 (2), p. 15-19.
[17]
Lazányi, K. “A társas támogatás szerepe egy individualista társadalomban.” A Virtuális Intézet Közép-Európa Kutatására közleményei, 2012, 4 (2), p. 51-58.
[18]
Mandl, I. “Overview of family businesses relevant issues”. Final report, KMU Forschung Austria, Vienna, 2008.
[19]
Mithcell, R. K., Agle, B. R., Chrisman, J. J., Spence, L. J. “Toward a Theory of Stakeholder Salience in Family Firms.” Business Ethics Quarterly 2011, 21.2 (April), p. 235-255.
[20]
Rey-Garcia, M., Puig-Raposo, N. “Globalisation and the organisation of family philanthropy: A case of isomorphism?” Business History, 2013, vol. 55, no 6, p. 1019-1046.
[21]
Rokeach, M. “The Nature of Human Values.” New York. The Free Press, 1973.
[22]
Szabó, A., “Family businesses in Hungary”. Proceeding of Management, Enterprise and Benchmarking Conference at Óbuda University, Budapest, 2012, p. 79-96.
[23]
Vállalkozáspolitikai és Ipari Főigazgatóság “2014. évi SBA-tájékoztató Magyarország,” European Commission, 2014.
[24]
Vecsenyi, J. “Kisvállalkozások indítása és működtetése.” 72h.com Kiadó, 2011.
[25]
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.
[26]
G. Hofstede, “Cultural tools Country Comparison”. http://geert-hofstede.com/vietnam.html. 30.11.2015.
[27]
I. Kertai-Kiss, “A nemzeti és szervezeti kultúrák illeszkedése a nemzetközi szakirodalom alapján,” VIKEK, 2015.
[28]
I. Kertai-Kiss, “The fit of national and organizational cultures in international scientific literature,” Management, Enterprise and Benchmarking in the 21st Century, Óbuda University, Budaepst, 2014, pp. 301-314.
[29]
European Commission, “Green Paper Cn corporate Social Responsibility,” 2001, http://eur-lex.europa.eu/legal-content/EN/TXT/?uri=uriserv%3An26039.
[30]
D. Hrehová, “Responsible Business as an Inspiration for Today’s Company”, in M. Spychala (ed.) “Corporate Social Responsibility Conception, Theory and Practice”, Publishing House of Poznan University of Technology, 2012.
[31]
A. Bussard et al., “Spolocensky zodpovedné podnikanie. Prehl’ad základnych princípov a príkladov,” 2005, www.panet.sk/sk/frameset1.htm.
[32]
European Commission, Communication from the Commission to the European Parliament, The Council, The European Economic and Social Committee and The Committee of the Regions, “A renewed EU strategy 2011-14 for Corporate Social Responsibility,” 2011, http://eur-lex.europa.eu/legal-content/EN/TXT/?uri=COM:2011:0681:FIN.
[33]
O. C. Ferrell, J. Friedrich, L. J. Ferrell, “Business Ethics: ethical decision making and cases.” Houghton Mifflin Company, Boston, 2005.
[34]
S. Zdeb-Gałecka, R. Nazaruk, “Corporate Social Responsibility in Organizational Culture of an Enterprise” – Review of its Theoretical and Practical Aspects, n M. Spychala (ed.) “Corporate Social Responsibility Conception, Theory and Practice”, Publishing House of Poznan University of Technology, 2012.
ADDRESS
Science Publishing Group
1 Rockefeller Plaza,
10th and 11th Floors,
New York, NY 10020
U.S.A.
Tel: (001)347-983-5186