Does the Tail Wag the Dog, or Brilliance and Stagnation of a Knowledge Intensive Organization (Case Study)

Habil Andrea Bencsik; Sarka Zapletalova

doi:doi:10.11648/j.ebm.20150101.11

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Does the Tail Wag the Dog, or Brilliance and Stagnation of a Knowledge Intensive Organization (Case Study)

Habil Andrea Bencsik, Sarka Zapletalova

Published in European Business & Management (Volume 1, Issue 1)

Received: 19 April 2015 Accepted: 4 May 2015 Published: 9 May 2015

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Abstract

The undermentioned case study shows processes in connection with a leader change in a higher educational institute, in a Middle- East – European country. The study highlights the consequences and the probably pitiable outcomes of these processes. The lifelike conditions of this case study confirm the well-known establishments which are continuously communicated by the management theory to practice. Namely, what damages are caused by an incorrect leader election process which is not looked over enough, an incompetent leadership and its methods, the inappropriately handled change and knowledge management processes or their deficiencies. In connection with the case study the leaders of companies and institutes can recognize pitfalls which can be put down to the account of their own unpreparedness and of their employees’ misinterpreted behaviour. Leaders sometimes interpret their employees’ collective behaviour badly and as a result of this community formation can be a ’mass effect’ where key persons influence other colleagues’ opinion. The case study is a wholesome story from some additional perspectives as well. For example, the cultural effects which are deeply rooted in the historical past of a community or in a country. The effects mentioned do not allow a rational change management and the misinterpreted managerial functions and roles mislead the destiny of an institute.

Published in	European Business & Management (Volume 1, Issue 1)
DOI	10.11648/j.ebm.20150101.11
Page(s)	1-6
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Knowledge, Knowledge Intensive Organization, Case Study, Organizational Culture, Change Management

References

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[3]	D. Castaneda and P. Toulson “The Value of Human Re-sources Measurement in Intellectual Capital and Knowledge sharing” The Electronic Journal of Knowledge Management 11 (3) pp. 226‐234. downloaded 2014. 12.10.
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[6]	J. Hautala “International academic knowledge creation and ba” A case study from Finland, Knowledge Management Research & Practice 2011. 9,p p. 4–16.
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APA Style

Habil Andrea Bencsik, Sarka Zapletalova. (2015). Does the Tail Wag the Dog, or Brilliance and Stagnation of a Knowledge Intensive Organization (Case Study). European Business & Management, 1(1), 1-6. https://doi.org/10.11648/j.ebm.20150101.11

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ACS Style

Habil Andrea Bencsik; Sarka Zapletalova. Does the Tail Wag the Dog, or Brilliance and Stagnation of a Knowledge Intensive Organization (Case Study). Eur. Bus. Manag. 2015, 1(1), 1-6. doi: 10.11648/j.ebm.20150101.11

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AMA Style

Habil Andrea Bencsik, Sarka Zapletalova. Does the Tail Wag the Dog, or Brilliance and Stagnation of a Knowledge Intensive Organization (Case Study). Eur Bus Manag. 2015;1(1):1-6. doi: 10.11648/j.ebm.20150101.11

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@article{10.11648/j.ebm.20150101.11,
  author = {Habil Andrea Bencsik and Sarka Zapletalova},
  title = {Does the Tail Wag the Dog, or Brilliance and Stagnation of a Knowledge Intensive Organization (Case Study)},
  journal = {European Business & Management},
  volume = {1},
  number = {1},
  pages = {1-6},
  doi = {10.11648/j.ebm.20150101.11},
  url = {https://doi.org/10.11648/j.ebm.20150101.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ebm.20150101.11},
  abstract = {The undermentioned case study shows processes in connection with a leader change in a higher educational institute, in a Middle- East – European country. The study highlights the consequences and the probably pitiable outcomes of these processes. The lifelike conditions of this case study confirm the well-known establishments which are continuously communicated by the management theory to practice. Namely, what damages are caused by an incorrect leader election process which is not looked over enough, an incompetent leadership and its methods, the inappropriately handled change and knowledge management processes or their deficiencies. In connection with the case study the leaders of companies and institutes can recognize pitfalls which can be put down to the account of their own unpreparedness and of their employees’ misinterpreted behaviour. Leaders sometimes interpret their employees’ collective behaviour badly and as a result of this community formation can be a ’mass effect’ where key persons influence other colleagues’ opinion. The case study is a wholesome story from some additional perspectives as well. For example, the cultural effects which are deeply rooted in the historical past of a community or in a country. The effects mentioned do not allow a rational change management and the misinterpreted managerial functions and roles mislead the destiny of an institute.},
 year = {2015}
}

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AU  - Sarka Zapletalova
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Author Information

Habil Andrea Bencsik

J. Selyeho University, Department of Management, Komarno, Slovakia; Budapest Business School Zalaegerszeg, Faculty of Economics, Department of Management, Hungary
Sarka Zapletalova

Moravian University College, Department of Management and Marketing, Olomouc, Czech Republic

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APA Style

Habil Andrea Bencsik, Sarka Zapletalova. (2015). Does the Tail Wag the Dog, or Brilliance and Stagnation of a Knowledge Intensive Organization (Case Study). European Business & Management, 1(1), 1-6. https://doi.org/10.11648/j.ebm.20150101.11

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ACS Style

Habil Andrea Bencsik; Sarka Zapletalova. Does the Tail Wag the Dog, or Brilliance and Stagnation of a Knowledge Intensive Organization (Case Study). Eur. Bus. Manag. 2015, 1(1), 1-6. doi: 10.11648/j.ebm.20150101.11

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AMA Style

Habil Andrea Bencsik, Sarka Zapletalova. Does the Tail Wag the Dog, or Brilliance and Stagnation of a Knowledge Intensive Organization (Case Study). Eur Bus Manag. 2015;1(1):1-6. doi: 10.11648/j.ebm.20150101.11

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@article{10.11648/j.ebm.20150101.11,
  author = {Habil Andrea Bencsik and Sarka Zapletalova},
  title = {Does the Tail Wag the Dog, or Brilliance and Stagnation of a Knowledge Intensive Organization (Case Study)},
  journal = {European Business & Management},
  volume = {1},
  number = {1},
  pages = {1-6},
  doi = {10.11648/j.ebm.20150101.11},
  url = {https://doi.org/10.11648/j.ebm.20150101.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ebm.20150101.11},
  abstract = {The undermentioned case study shows processes in connection with a leader change in a higher educational institute, in a Middle- East – European country. The study highlights the consequences and the probably pitiable outcomes of these processes. The lifelike conditions of this case study confirm the well-known establishments which are continuously communicated by the management theory to practice. Namely, what damages are caused by an incorrect leader election process which is not looked over enough, an incompetent leadership and its methods, the inappropriately handled change and knowledge management processes or their deficiencies. In connection with the case study the leaders of companies and institutes can recognize pitfalls which can be put down to the account of their own unpreparedness and of their employees’ misinterpreted behaviour. Leaders sometimes interpret their employees’ collective behaviour badly and as a result of this community formation can be a ’mass effect’ where key persons influence other colleagues’ opinion. The case study is a wholesome story from some additional perspectives as well. For example, the cultural effects which are deeply rooted in the historical past of a community or in a country. The effects mentioned do not allow a rational change management and the misinterpreted managerial functions and roles mislead the destiny of an institute.},
 year = {2015}
}

Copy | Download

TY  - JOUR
T1  - Does the Tail Wag the Dog, or Brilliance and Stagnation of a Knowledge Intensive Organization (Case Study)
AU  - Habil Andrea Bencsik
AU  - Sarka Zapletalova
Y1  - 2015/05/09
PY  - 2015
N1  - https://doi.org/10.11648/j.ebm.20150101.11
DO  - 10.11648/j.ebm.20150101.11
T2  - European Business & Management
JF  - European Business & Management
JO  - European Business & Management
SP  - 1
EP  - 6
PB  - Science Publishing Group
SN  - 2575-5811
UR  - https://doi.org/10.11648/j.ebm.20150101.11
AB  - The undermentioned case study shows processes in connection with a leader change in a higher educational institute, in a Middle- East – European country. The study highlights the consequences and the probably pitiable outcomes of these processes. The lifelike conditions of this case study confirm the well-known establishments which are continuously communicated by the management theory to practice. Namely, what damages are caused by an incorrect leader election process which is not looked over enough, an incompetent leadership and its methods, the inappropriately handled change and knowledge management processes or their deficiencies. In connection with the case study the leaders of companies and institutes can recognize pitfalls which can be put down to the account of their own unpreparedness and of their employees’ misinterpreted behaviour. Leaders sometimes interpret their employees’ collective behaviour badly and as a result of this community formation can be a ’mass effect’ where key persons influence other colleagues’ opinion. The case study is a wholesome story from some additional perspectives as well. For example, the cultural effects which are deeply rooted in the historical past of a community or in a country. The effects mentioned do not allow a rational change management and the misinterpreted managerial functions and roles mislead the destiny of an institute.
VL  - 1
IS  - 1
ER  -

Copy | Download