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This study aims to present a practical approach to recognizing leadership styles by adopting a serious game in the context of an entrepreneurship course in higher education.

The action-research methodology is adopted to explore how the various leadership styles are perceived and assimilated by students. Furthermore, students are organized into eight groups to explore this phenomenon through a thematic analysis.

The findings reveal that transformational and transactional leadership can coexist and be applied in organizational management. The results also indicate that students with relevant professional experience have a greater ability to identify the benefits and challenges associated with each leadership style as they recognize these styles throughout their professional careers.

This paper mainly offers practical implications by presenting an alternative and complementary approach to exploring leadership styles. Through this approach, students can recognize the various leadership styles in the game personas and realize their impact on the dynamics of an organization.

Organizational innovation, leading change, customer service management in professional service firms.

Advanced undergraduate, MBA/executive education.

This case describes the human resource (HR) dilemma faced by BDO Hungary in 2010, an international audit and tax consulting partnership, operating in the country since 1989. In order to continue its past growth story and to reach closer to “Big Four” BDO has to enter new business segments, offer more services to its existing customers and seize higher value-added business potentials. The new strategy, however, is challenged by its incumbent, traditional core business: auditing, which is highly regulated by ethical, legal, and professional standards including non-advertisement regulations to which the resulting organizational culture and HR routines are congruent. The case is described from the perspective of the Equity Partner, HR Director and Executive MBA student, who is tasked with a new HR plan for training and development and is charged with implementing it successfully. How best to adjust current training and development policies to the best meet new strategic growth goals? How to develop existing human capital? How to make employees more commercially oriented in such a conservative, risk averse, and highly regulated environment? How to improve their customer service and the sales skill?

Exploring the importance of training and development in improving customer service levels in professional service firms operating in emerging markets. Understanding the limitations and the possibilities of transferring international HR policies and standards across borders and cultural differences.

Teaching notes.

The purpose of this paper is to briefly outline the relevance of flow, a core concept of positive psychology increasingly applied in leadership development and in serious gaming. The author presents an innovative simulation game designed to teach and train how to manage and lead people based on the principles of “flow-based leadership.”

This paper briefly describes the flow theory; it relates to leadership theory and why it is increasingly applied in the context of serious games. Then an extensive review and presentation of the features of an innovative serious gaming solution is presented to demonstrate that simulations are a fruitful area into which positive psychology and leadership science are being extended now.

Despite the growing market segment and various areas of training applications of serious games, very few games have been developed for leadership development. A detailed report presented the conceptual and practical aspects of such a new serious game.

The author’s contribution did not focus on testing a particular framework nor did it aim at exposing new numeric data findings. Instead, the author presented an in-depth case study as an inspiration for future, similar developments. Also, research questions for future analysis of data collected during the leadership development game were outlined.

Readers were informed about a new, innovative serious game application, which is successfully used for leadership development, and in particular to teach the practice of flow-based management concepts.

Flow is a concept applied in many fields of life such as sports, music, arts, recreation and work-life. The positive benefits of happiness, creativity, outstanding performance and joy can lead to a fulfilling life which is a paramount value, across all cultures globally. This leadership development game can be applied in other countries and cultures. As a result, the quality of leadership across various cultures can be improved. Researchers are invited to join the outlined new research network and program.

Flow theory is probably the best known concept of positive psychology across related scientific domains such as management, arts, sports, education and spirituality. Professor Csikszentmihalyi – a global figure head – laid the scholarly foundations decades ago, but now the concept is constantly evolving and being adopted into new and changing environments. This necessitates a review – such as this contribution – where the theoretical elements also apply in the new areas of application.

We explore the effects of three organizational variables (country of origin of the multinational company (MNC), the timing of entry into the European Union and the mode of establishment of the MNC subsidiary unit) on the human resource management (HRM) practices being pursued by subsidiaries of large MNCs operating in selected countries in Central and Eastern Europe (CEE) and the Former Soviet Union. Furthermore, we examine whether the degree of autonomy afforded to the subsidiary over its preferred HR recipes is related to overall local unit performance.

We profile the HRM practices of 379 foreign owned subsidiaries located in Bulgaria, Croatia, The Czech Republic, Kazakhstan, Poland, Hungary, Russia, Romania, Serbia and Slovakia. Using descriptive statistics, we present the general characteristics of the sample and we then use bivariate statistical analysis to test our hypotheses relating to the impact of different organizational factors on the HR practice mix implemented in the MNC subsidiaries covered in our survey.

We find a significant correlation between the annual training budget, the importance of knowledge flow from headquarters (HQs) to the subsidiary and the perceived criticality of training and development and whether the subsidiary is a greenfield site or an acquisition. A correlation was also found between the national timing of EU membership (older members, newer and then candidate countries and non-EU members) and three HR practice variables: the use of expatriates, external service providers and employee relations practices.

Our research calls attention to the issue of balancing the efficiencies of standardization with the local preferences and traditions of customization which results in more successful MNC control and ultimately higher levels of performance. It also calls attention to the challenges in pursuing research of this nature over time in the CEE region, especially given the dynamic nature of the MNC mix in each of the countries.

Our findings serve to reduce the information gap on foreign-owned companies in CEE and the Former Soviet Union.

Despite some 30 years of transition, there remains a paucity of empirical research on the HR practices of MNCs across a number of countries in the CEE region. For a decade and a half, the CEEIRT group[1] has been systematically gathering empirical evidence. The combination of the breadth (10 countries) and depth (numerous items related to MNC subsidiary relationships with corporate HQs and patterns of HR practices and roles) characterizing the ongoing research effort of the CEEIRT collaboration serves as a mechanism for augmenting the empirical base on HRM in the region.

This chapter reports the current status of management practices in the Central and Eastern Europe (CEE) region as seen by international expatriates. Based on the results and expert insights, we aim at giving guidance to MNE leaders and strategy makers as well as operative HRM staff and other expatriate managers how to best exploit the value-added opportunities in the CEE region by adopting the region-specific talent management and staffing policies and practices.

This study is based on the views of 1108 managers on the local management in six CEE countries: Bulgaria, Czechia,¹

In this chapter, the term Czechia is used to refer to the Czech Republic.

MNEs have been able to successfully capitalize on the economic integration and growth of the CEE region during the past 25 years. A new generation of competitive local managers is now growing into leadership positions, but MNEs need to find a more sophisticated way to retain those in the region in order to be able to exploit growth opportunities in future too.

Because the national cultural differences between the six analyzed CEE countries remain very characteristic and divergent, talent management and staffing strategies and policies of MNEs must be adopted and fine-tuned accordingly. Language and communication difficulties, knowledge of the standards management techniques are not a challenge anymore. Instead local management’s soft skills, leadership values and attitudes need to be developed now simultaneously with increasing wages, as the most talented local staff and management is readily relocating into higher-wage countries.

The originality and scholarly interest of this study lies in its cross-cultural, comparative approach. The originality and practical interest of this study is that it gives clear recommendations to MNE and expat managers. Furthermore the presented results have been tested during critical forum discussions with more than 60 CEE-experienced managers, expatriates, and the representatives several foreign chambers of trade and commerce held at the Central European University Business School in spring 2015.

To analyze and personally relate to an individual having faced a quarter-life crisis; to define how environmental factors influence the person’s career priorities; to analyze the causes of career-family conflicts; to comprehend another gender’s position and concerns; and to originate ideas for prospective career development.

The case study presents a career management dilemma of a PhD candidate, senior lecturer at the Almaty Management University, Kazakhstan and a married mother of two small children. Having faced a kind of quarter-life crisis and the pressures of a traditional society with gendered career trajectories, the protagonist (33) is challenging her initial plan of an academic career that sees gradual promotion and progress and has to make a difficult decision about her professional and personal identity amidst the realities of a newly emerging and transitional economy.

Master’s level

Teaching notes, company’s organizational charts, protagonist’s curriculum vitae, PowerPoint slides with the protagonist and her classmates’ pictures.

CSS 6: Human Resource Management.

This study aims to extend the existing body of literature on the individual-level determinants of self-employed persons with (employer entrepreneurs) and without employees (solo self-employed individuals) from the perspective of four post-communist economies (i.e. Czech Republic, Hungary, Poland and Slovakia).

The methodological approach is based on the three harmonised waves (2005, 2010 and 2015) of the European Survey on Working Conditions (EWCS). Multi-variate logistic regression models are used to determine the individual-level differences among employees, solo self-employed individuals and job creators in the selected group of countries.

The results show significant differences among employees, solo self-employed individuals and job creators, especially when it comes to the role of age, gender, education, previous experience, number of working hours and their determination. Job creators in Visegrád countries have, on average, more years of experience, and higher levels of education (tertiary), than wage-employees.

This study provides a series of recommendations for future research on the role of family- and household-related characteristics, entrepreneurship-specific education and migration background.

The previous research on individual determinants of entrepreneurial engagement in Visegrád region was mainly based on the data from the Global Entrepreneurship Monitor. This study offers a novel perspective based on the EWCS data.