Clan, Adhocracy, Market or Hierarchy? Which is the Best for Knowledge Sharing in Hungary?

What inspires employees especially managers working under top managers to share their knowledge within their organization at middle and large sized enterprises in Hungary? The authors, at the University of Pannonia, Department of Management in Hungary, have conducted an empirical survey, which intends to answer this question. Beyond studies focusing mainly on the regions of the USA, Japan and Western Europe, there is barely any research work focusing on knowledge sharing in the Central-Eastern European region, including Hungary as well, which increases the importance of this research. The purpose of this research was to reveal the factors which affect the maturity of knowledge sharing of these managers (for instance managers work in the field of HR, manufacturing, production, maintenance, logistics, finance, accountancy, controlling, commerce, supply, sale, marketing, project management and R&D) and to measure the role of these managers in the maturity of knowledge sharing. A questionnaire, which was based on our model, was used to conduct the survey since 2006 in Hungary and since 2008 in other Central-Eastern European countries such as Serbia and Bulgaria. According to our model one of the influencing factors of the maturity of knowledge sharing was revealed to be organizational culture. Our paper makes an attempt to compare the organization culture types of the investigated Hungarian managers before and during the crisis, and to analyze the effect of the dominant organization culture types on these managers' maturity of knowledge sharing before and during the crisis as well. [ABSTRACT FROM AUTHOR]