Green or Yellow Light for Market F(l)avours? The Lecturer Perspectives of Market-Oriented Organisational Culture in the Changing World of Hungarian Higher Education

Abstract

This study focuses on the success factors of a Hungarian business university, highlighting an important pillar among the success criteria: a coherent and market-oriented organisational culture that can adapt to the changing conditions including transitions and sustainability-related challenges. Our research question is to what extent organisational culture helps or hinders market-oriented organisational behaviour, and to what extent it supports an organisation's success in higher education. Through the example of the Budapest Business University (BBU) the study shows how Cameron-Quinn's organisational culture model (OCAI) - with regard to market orientation - appears in the domestic university scenario. Based on our research the role of market orientation in higher education is clarified: there is a connection between the organisation's strategy, culture and market orientation, but there are different viewpoints regarding the organisational values related to market orientation. The authors argue that the immanent element of organisational functioning (i.e. the market-oriented organisational culture), fundamentally contributes to how successfully a model-changing university adapts in the market space designated for it.