Controllers’ profession in contemporary organisations – Evidence from Hungary

Ágnes Szukits

doi:10.5771/0949-6181-2019-1-8

Contents
- Chapter Expand | CollapseAuthorsPage
- 1–2 Titelei/Inhaltsverzeichnis 1–2
- 3–3 Editorial 3–3
- 4–7 Editorial Statistics 2018 4–7
- 8–203 Articles 8–203
  - 8–31 Controllers’ profession in contemporary organisations – Evidence from Hungary Ágnes Szukits Ágnes Szukits 8–31
  - 32–60 Delicate differences: professional encounters between Hungarians and German-speaking Europeans, and how to study them Krisztina Frankó, Norbert Thom, David Luethi Krisztina Frankó, Norbert Thom, David Luethi 32–60
  - 61–88 Perceived Supervisor Support Cure: Why and How to Retain and Reengage Seasonal Employees for the Next Season Huseyin Arasli, Hasan Evrim Arici Huseyin Arasli, Hasan Evrim Arici 61–88
  - 89–121 The importance of institutional and organizational characteristics for the use of fixed-term contracts in Russia Larisa Smirnykh, Andreas Wörgötter Larisa Smirnykh, Andreas Wörgötter 89–121
  - 122–154 Inter-regional OFDI motives and location patterns – the case of Polish OFDI outside Europe Marta Götz, Barbara Jankowska Marta Götz, Barbara Jankowska 122–154
  - 155–177 Is partner knowledge equally important for businesses from post-communist countries? – comparative study of Polish and Slovenian companies Maciej Mitręga, Vojtěch Spáčil, Gregor Pfajfar Maciej Mitręga, Vojtěch Spáčil, Gregor Pfajfar 155–177
  - 178–203 Linking Value Dimensions of Employees in South East Europe and their Potential for Socio-Economic Development: A Cross-Country Comparison Ljuan Marko Gashi, Željko Požega, Boris Crnković Ljuan Marko Gashi, Željko Požega, Boris Crnković 178–203
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JEEMS Journal of East European Management Studies , page 8 - 31

Controllers’ profession in contemporary organisations – Evidence from Hungary

Autoren

Ágnes Szukits

DOI
- doi.org/10.5771/0949-6181-2019-1-8
- ISSN: 0949-6181
- ISSN online: 1862-0019
Abstract

This paper describes an analysis of the profession of controller; this is a profession that has changed remarkably in the past few decades and that has features that distinguish it in many ways from other groups of experts within the organisation. The results of a questionnaire survey show that the involvement of controllers both in operational decision making and in strategy development and implementation is recognized by Hungarian top executives. At the same time, the traditional role of the controller as a data provider is very much alive and growing and the role of consultant is limited to injecting economic common sense. These limitations of the latter role can be partly traced back to the local managerial mentality in the CEE context.
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