<?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%">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><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%">Evans  Sokro</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">ANALYSIS OF THE RELATIONSHIP THAT EXISTS BETWEEN ORGANISATIONAL CULTURE, MOTIVATION AND PERFORMANCE</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%">motivation</style></keyword><keyword><style  face="normal" font="default" size="100%">organisational culture</style></keyword><keyword><style  face="normal" font="default" size="100%">performance</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">April/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391965182.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">3</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This research aimed at investigating the relationship that exists between organizational culture, employee motivation and performance. The domains of organizational culture (organizational values, individual beliefs, working environment, and employee relationships) and employee motivation and performance were investigated. In order to find the culture and motivation link, mixed method approach for data collection and analysis has been used. By using Pearson’s and Spearman’s Correlation methods, a positive correlation has been found between the two variables. The study revealed that organizational culture has a direct impact on employee motivation and indirectly on organizational performance as well. The better the organizational culture, the higher the motivational level of employees. It was observed that if organizations develop a strong culture of rewarding and acknowledging employees’ effort, it leads to increase motivation and their performance would be significantly enhanced.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">106-119</style></section></record></records></xml>