CORR – Center of Organizational Realities and Renewal
About CORR
CORR – Center of Organizational Realities and Renewal – is an interdisciplinary research centre at Corvinus University of Budapest exploring the less visible yet consequential dimensions of organizational life. Our research examines how organizations, leaders, and entrepreneurs behave and adapt under disruption, institutional constraints, geopolitical uncertainty, and moral complexity. The centre provides a collaborative platform for researchers, educators, doctoral students, organizational and business leaders, and international research partners.
Aim, areas, and focus of research
CORR aims to make hidden, sensitive, and underexplored organizational phenomena visible and researchable through rigorous, empirically grounded research.
Research Focus
This research stream examines how organizational actors respond when facing geopolitical shocks, institutional instability, technological disruption, and polycrisis, political pressures, regulatory ambiguity, legitimacy concerns, and other extreme situations. Emphasis is placed on how foresight, sensemaking, and judgment operate under pressure, including instances where leadership fails, becomes dysfunctional, or produces unintended consequences. The stream is especially interested in how extreme disruption makes hidden organizational processes, vulnerabilities, moral tensions, and latent qualities of resilience visible.
This research stream examines leaders, entrepreneurs, intrapreneurs, and entrepreneurial and organizational responses in transitional, emerging, and resource-constrained contexts. Rather than treating resilience as an assumed capability, CORR studies how resilience is constructed, contested, or undermined through everyday practices, moral trade-offs, and strategic compromises. This stream also engages with capability-based perspectives by examining how organizations develop, lose, or fail to renew adaptive capacities under pressure, including capacities that remain hidden until disruption, constraint, or moral complexity brings them to the surface.
This research stream explores governance, ownership, and family enterprise by examining how organizations navigate governance instability, and institutional fragmentation. Attention is also given to owner-led and owner-controlled firms, family enterprises, long-horizon, legacy-driven enterprises, and ownership-linked governance bodies that shape strategic adaptability and dynamic capabilities. This stream focuses on how family presence, ownership arrangements, and governance structures may reveal or suppress hidden sources of resilience, responsibility, conflict, and renewal.
A key pillar of CORR focuses on ethically sensitive, controversial, and underexplored phenomena, including misconduct, moral disengagement, toxicity at work, dysfunctional communication, and taboo workplace behaviors. By examining how these dynamics emerge, persist, and are normalized, the Centre contributes to the definition of new constructs, the clarification of boundary conditions, and the advancement of theory on the moral realities of organizing. This stream makes visible dark-side dynamics that often remain hidden beneath formal roles, everyday routines, organizational silence, and taken-for-granted assumptions about ethical or responsible behaviour. Particular attention is also given to technology-enabled hidden behaviours, including unauthorized or undisclosed AI use, shadow AI practices, knowledge hiding, algorithmically mediated decision-making, and the emergence of new forms of organizational silence and information asymmetry.
Current Projects
Governance, Strategic Adaptability, and Dynamic Capabilities
CORR develops research on how ownership-linked governance bodies shape strategic adaptability and dynamic capabilities, and how this strategic adaptability affects a company’s performance in large, domestically embedded enterprises. The research focuses on how governance structures, ownership arrangements, and family or owner involvement influence the ways organizations sense, interpret, and respond to environmental change. Particular attention is given to the role of ownership competence and specific governance structures, such as family councils, family constitutions, and ownership forums in supporting or inhibiting strategic renewal within the family, ownership, and organizational system.
Dark Sides of Organizational and Family Business Life
This research stream explores organizational phenomena that are consequential but often avoided in mainstream management research because they are sensitive, morally complex, or difficult to study. It investigates misconduct, unethical or dysfunctional relationships and communication, taboo behaviours, failure, and breakdown in organizational and family business settings. The aim is to develop more precise concepts and theoretical explanations for how dark-side dynamics emerge, become normalized, and affect organizational functioning and renewal, especially when these dynamics remain hidden beneath formal structures, everyday routines, family relationships, organizational silence, and taken-for-granted assumptions about responsible conduct.
Organizational Response Under Disruption and Constraint
This project area studies how organizations and their actors respond to crises, institutional constraints, technological disruption, geopolitical shocks, extreme situations, and other forms of uncertainty. The aim of the project is to investigate how adaptive responses are constructed, contested, or undermined in real organizational contexts.
Emerging Collaborations and Developing Research
CORR also serves as a platform for developing new international collaborations, grant proposals, working papers, doctoral projects, workshops, and special issue initiatives. These developing projects will be gradually integrated into the Centre’s research portfolio as they mature into funded research, conference papers, journal articles, or collaborative academic events.
Publications
Research by CORR members addresses topics including the dark sides of family business and entrepreneurship, responsible leadership, knowledge hiding, workplace communication and gossip, strategic renewal, resilience, succession, and governance.
Selected publications have appeared in journals including the Journal of Business Ethics, Journal of Business Research, Journal of International Management, Small Business Economics, Review of Managerial Science, Journal of Knowledge Management, and Journal of Family Business Management.
Education
CORR’s research agenda is connected to teaching at Corvinus University of Budapest in areas including strategic management, organizational behaviour, entrepreneurship and family business.
- Anand, A., Wieszt, A., & Vajda, É. (2025). Decoding the dark sides of family business: a synthesis, and future research agenda. Review of Managerial Science, 1-44. (D1)
- Anand, A., Kohli, K., Branzei, O., Spivack, A. J., & Rottig, D. (2025). The Role of Mindfulness in Entrepreneurship: An Ethical Perspective Through the Phronesis framework. Journal of Business Ethics, 1-23. (D1, FT 50)
- Spivack, A. J., Anand, A., Örtenblad, A., Bögenhold, D., Theodoraki, C., & Branzei, O. (2025). From flashlight to spotlight: Illuminating gray shadows that shape entrepreneurship’s dark sides. Small Business Economics, 1-13. (D1)
- Xia, Q., Cheng, J., Jiang, C., Anand, A., & He, P. (2025). A causal configurational analysis of knowledge hiding from a conversational constraint perspective: evidence from China. Journal of Knowledge Management. (Q1)
- Šimáček, P., Král, P., Anand, A., & Golotovskiy, R. (2025). Reap what you sow: the impact of negative workplace gossip sent by supervisors on quiet quitting through psychological safety and quiescent silence. International Journal of Conflict Management, 1-26. (Q1)
- Aleksandrova, T., Anand, A., Pelsőci, B. L., & Ciszewska-Mlinarič, M. (2025). Global perspectives on strategic change: unpacking the managerial cognition. Review of International Business and Strategy, 35(2/3), 260-303. (Q2)
- He, P., Zhou, H., Jiang, C., Anand, A., & Zhou, Q. (2025). Responsible leadership and deceptive knowledge hiding: the mediating role of moral reflectiveness and the moderating role of leader-follower value congruence. Journal of Knowledge Management, 29(1), 49-71. (Q1)
- Anand, A., Sinitsyna, E., Takács, S., & Kazakov, S. (2025). Conversing in the shadow of echoes–a scale development and validation of the dark side of organizational internal communication. European Business Review, 37(1), 82-115. (Q1)
- Wieszt, A., Rónaföldi-Széll, G., Vajda, É., & Anand, A. (2025). From many to one – the impact of the establishment of a family constitution on the strategic planning of the company. Journal of Family Business Management. (D1)
- Anand, A., James, L., Varma, A., & Dhal, M. (2024). Age is just a number, but with a number comes prejudice: exploring workplace ageism and charting directions. International Journal of Organizational Analysis, 32(10), 2436-2467. (Q1)
- Vajda, É., Wieszt, A., & Anand, A. (2024). Fair play in family firms: examining the perceived justice of performance management systems. Journal of Family Business Management, 14(6), 1065-1083. (D1)
- Sinitsyna, E., Anand, A., & Stocker, M. (2024). The role of internal communication on employee loyalty–a theoretical synthesis. Journal of Asia Business Studies, 18(2), 367-384.(Q1)
- Albuquerque Pai, A., Anand, A., Pazhoothundathil, N., & Ashok, L. (2024). Leadership perspectives on resilience capabilities for navigating disruption. Journal of Asia Business Studies, 18(1), 103-123. (Q1)
- Fu, P., Fu, G., Anand, A., Sinitsyna, E., & Dumazert, J. P. (2024). Linking proactive and reactive helping behaviour to knowledge hiding: the moral licencing perspective from China. Asia Pacific Business Review, 1-25. (Q1)
- Anand, A., Singh, S. K., Bowen, M., & Rangarajan, D. (2024). Strategic renewal during crises-A pragmatist proposition for multinational enterprises in a globalized world. Journal of International Management, 30(3), 101134. (D1)
- Sallay, V., Wieszt, A., Varga, S., & Martos, T. (2024). Balancing identity, construction, and rules: Family relationship negotiations during first-generation succession in family businesses. Journal of Business Research, 174, 114483. (D1)
People
Dr. Amitabh Anand, Professor
Dr. Attila Wieszt, Associate Professor
- Éva Vajda, Assistant Professor, Department of Organizational Behavior and Human Resource Development, Institute of Strategy & Management
- Noémi Lőrincz, Assistant Lecturer, Department of Strategy and Management, Institute of Strategy & Management
- Attila Jámbor, Professor, Head of the Institute of Sustainable Development
- Miklós Rosta, Associate Professor, Institute of Economics
- Nuno Morgado, Research Professor, Corvinus Institute of Advanced Studies
- Nikolett Deutsch, Habilitated Associate Professor, Head of the Institute of Entrepreneurship and Innovation
- Dr Helena Naffa, Associate Professor, Institute of Finance (Associate member)
Professional partners
CORR welcomes collaboration with universities, research centres, companies, and other professional organizations in Hungary and internationally, particularly through joint research projects, competitive grants, publications, workshops, and academic events.
Contacts
CORR welcomes inquiries related to international collaborative research projects, competitive grants, scholarly events, visiting scholar activities, doctoral engagement, and broader societal involvement.
Attila Wieszt – attila.wieszt@uni-corvinus.hu
General contact
Center of Organizational Realities and Renewal – CORR@uni-corvinus.hu, Room E109 (Corvinus University of Budapest, Fővám tér 8., Budapest, 1093