Subject category:
Economics, Politics and Business Environment
Published in:
2002
Length: 18 pages
Data source: Field research
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Abstract
The case provides an overview of Hungarian telecommunications company MATAV's organisational transformation following its privatisation in 1993. It concentrates in particular on the development and implementation of a cultural change programme spearheaded by MATAV strategic advisor (and former Ameritech executive) Peggy Bartel. Since MATAV's senior management is comprised not only of Hungarians, but Americans and Germans from each of the venture's foreign partners (Ameritech and Deutsche Telekom), the case highlights the complexity of integrating diverse corporate and national cultures. This case was sponsored by the Indiana University CIBER Case Collection.
Location:
Industry:
Size:
Large, 16,000 employees
Other setting(s):
1993-2000
Subject category:
Economics, Politics and Business Environment
Published in:
2002
Length: 7 pages
Data source: Field research
About
Abstract
The case provides an overview of Hungarian telecommunications company MATAV's organisational transformation following its privatisation in 1993. It concentrates in particular on the development and implementation of a cultural change programme spearheaded by MATAV strategic advisor (and former Ameritech executive) Peggy Bartel. Since MATAV's senior management is comprised not only of Hungarians, but Americans and Germans from each of the venture's foreign partners (Ameritech and Deutsche Telekom), the case highlights the complexity of integrating diverse corporate and national cultures. This case was sponsored by the Indiana University CIBER Case Collection.
Settings
Location:
Industry:
Size:
Large, 16,000 employees
Other setting(s):
1993-2000
Related
Subject category:
Economics, Politics and Business Environment
Published in:
2002
Length: 7 pages
Data source: Field research