<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Peter Bóna</style></author><author><style face="normal" font="default" size="100%">Robert Lippert</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE EFFECT OF HARD AND SOFT FACTORS ON THE SUCCESS OF A COMPANY</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">Balanced Scorecard</style></keyword><keyword><style  face="normal" font="default" size="100%">Leadership</style></keyword><keyword><style  face="normal" font="default" size="100%">success factors</style></keyword><keyword><style  face="normal" font="default" size="100%">Sustainability</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2015</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2015/450-1437201595.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">10</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">What makes a company successful? What kind of instruments may it use to achieve outstanding results? Instruments necessary for effective operation depend remarkably on the current age and the environment surrounding the organisation. Various ages have had their different keys to success. This key has become more and more complex and complicated due to the continuous acceleration of world economy and the fact that distances have become negligible. The aim of this study is to explore, whether companies having an interest in the processing industry use hard or soft success factors as a key to achieve success. In order to do that, the research will identify the possible success factors first. Henceforward it will reveal the effect of the resulting factors on success by logistic regression, which will be examined via the balance scorecard by complementing the four classic aspects – as one of the pioneers – with a fifth one, i.e. sustainability. Thus it will become visible, to what extent strategic, structural, cultural and leadership success factors influence the performance of a company to reach excellence in accordance with the expectations of the owners, the customers, the employees and the social sphere. The results of the research will thereby show the unravelled correlations between the successful operation of a company and the instruments indicating hard and soft success affecting it. 
  
</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">6-17</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Robert Lippert</style></author><author><style face="normal" font="default" size="100%">Zoltan Gaál</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MANAGEMENT APPROACH BETWEEN BUSINESS CLUSTER SUCCESS AND SOFT LEADER CHARACTERISTICS</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">cluster</style></keyword><keyword><style  face="normal" font="default" size="100%">leadership roles</style></keyword><keyword><style  face="normal" font="default" size="100%">organisational culture</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1401456517.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">One of the potential aspects of economic growth lies in focusing on furtherance the development of business clusters. By linking the complementary competencies of profit oriented enterprises, NGO-s, universities, research institutes and local authorities, the innovation potential and the productivity are significantly increased. The present study investigates a specific and challenging managerial activity, the role of the cluster manager. The aim of the research is to reveal the intrinsic motivation of cluster operations and to demonstrate the importance of the manager in the efficient and sustainable operation. An empirical research has been conducted involving cluster managers and member organisations through an extensive questionnaire survey in Hungary. First, determinant factors of cluster success have been identified. By using these factors, as the operational activity of the cluster, as well as the satisfaction of the members in the field of innovation and productivity, a new continuous three-dimensional maturity model has been introduced to evaluate the cluster success. Mapping the soft factors, organisational culture and leadership roles have been assessed by applying Competing Values Framework method. The results of the research depict the correlation found between soft leader characteristics and cluster success.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">27-34</style></section></record></records></xml>