- Organisation Studies
- Euro-Asian comparative studies
- Organisational Elites
To say that the former Communist elite had transformed itself in the new capitalist elite in post-Communist countries is a common sense. A lot of papers described how the former Communist managers became the leaders of new market economy, e.g. Soulsby & Clark (1996), Kryshtanovskaya & White (1996), Higley et al. (1996) or Lee (2009). As Higley et al. (1996) noticed “the elites who operated the Communist regimes largely survived those regimes’ collapse. Their survival was greater in the economic and administrative than in the political realm, and it was more pronounced among ‘deputies’ than among top leaders.” The Romanian experience is also significant. Former managers of communist organisations are in our day fortune rankings or they manage important private or public organizations. As well, the Romanian post-communist political scene is dominated by the former Communist elite (Lee, 2009).
But less known is the process of developing the power and influence during the communist regime. So the main research questions are how the Romanian Communist elite (or a part of it) had access to organisational power positions? Which criteria were used to select these elites? Or did exist any criterion for this selection process? Which characteristics had this selected elite, that made it adaptable to a dramatic social and political change?
- Sucală, I.V., Kostina, S., (2006), A Cross-Cultural Study of Human Values in Romania and Russia, in Rohmetra, N., Dhotra, J.R. Strategic Thought in the New Age Management, Excel Books, New Delhi.
- Kostina S., Sucală, I.V., (2007), National Characteristics of Organizational Cultures of Russian Federation and Romania, Proceedings of the 3rd Conference “Social Processes in Modern Russia: Traditions and Innovations”, V.I. Lomonosov State University, Moscow, Russian Federation.
- Sucală, I.V., Kostina, S., (2007), Going East: how theories work?, The 5th International Critical Management Studies Conference, Manchester Business School, Manchester University.
- Sucală, I.V., (2008), A qualitative research instrument based on Quinn's Competing Values Framework, European Group for Organization Studies Colloquium, VU University Amsterdam.
- Sucală, I.V., (2009), Elites on transition: post-communist experience, The 6th International Critical Management Studies Conference, Warwick University.
- Sucală, I.V., Kostina, Svetlana, (2010), Cross-Cultural Management - from West to East (1), Actual Problems of Economics, No. 7 (109).
- Sucală, I.V. (2011), The Ethics of Power – the Post-Communist Romanian Organizational Elites in Transition, CRCEES IV Annual Research Forum, University of Glasgow.
- Sucală, I.V. (2011), Cross-Cultural Management – Theory & Method (2), Actual Problems of Economics, No. 6 (120).
Prof Terence M Cox & Prof Stephen L White
Date and birth place: August 1972, Cluj-Napoca, Romania
- BSc in Management and Industrial Engineering (TUC-N, 1995)
- MSc in Industrial Management (TUC-N, 1997)
- PhD thesis (TUC-N, 2007): “Research on organisational culture of Romanian companies”
- from 1997 – Technical University of Cluj-Napoca, Management and Systems Engineering Department
- Current position: Associate Professor
- Human Resources Management, Organisational Behaviour
- EGOS – European Group for Organisational Studies,
- SCOS – Standing Conference for Organisational Symbolism
- Managing Editor of Review of Management and Economic Engineering