PEOPLE.IDEAS.PERFORMANCE

39 „ we can agree on one thing, that everybody wants the best for the firm.” While they try to involve X.B. as a potential successor in the most possible work processes, they maintain flexibility towards the outsider employees. A.X. says, „ we need to find what a person is suitable for ”, because different personalities work effectively and feel good in different positions. They have supported the employees with a number of various trainings over the years; they have developed work supporting software with a partner firm from money gained by application. Communication with branch offices are provided not only by some annual meetings but the employees have worked in other premises for a week on several occasions in order to gain experience, in addition, they can keep contact unlimitedly by phone because it means no additional cost. D.X. has developed a knowledge sharing practice in the firm, which operates through cloud-based hosting. Here the knowledge collected by the center and the branch offices can be shared and stored in the long term. It may include information about the facilities of a particular destination, a presentation of a booking system, or a description about the management of special customer requests. Based on the interviews, these systems support development even more than the additionally used ERP and case management systems because employees who are far from each other can also share best practices in a manner that knowledge is readily accessible within the firm. The above options provide several opportunities even for the employees of the branch to interact, which enables the development of a strong organizational culture. A.X. promotes the strengthening of organizational culture by consciously trying not to show favor towards the family employees: „ I’ve always made sure that it is not a special thing that now he’s my son, she’s my daughter -in-law. So they need to work in the same way. It was clear how many days of leave they had, if they wanted to go, they had to ask to be off. If they went for half a day, they registered a day-off .” According to Miller et al. (2008), the third pillar is managing the connection with outside stakeholders. B.X.’s close relationship with the customers has already been discussed. C.X. and D.X. are also experts in keeping contact with customers, as they both have higher educational qualifications in marketing and they actively use this knowledge in the advertising processes of the firm. B.X. emphasized that the „greatest virtue” of the firm is tha t it is a reliable partner of the customers, as well as the contracting businesses and its own employees. This reliability is also appreciated by professional organizations. The firm has received a Prestige Award and the title of Consumer-Friendly Trader over the years. Based on these independent evaluations we can establish that this firm has a high standard of managing external contacts. %(+$9,25$/ $*(1&< 7+(25< Agency theory and stewardship theory have their limitations. The meta-analysis of Tosi et al. (2000) did not find a significant correlation between the salary of CEOs and firm performance; however, it should be present according to agency theory. The level of risk perception is constant for each actor according to both theories, while they do not pay much attention to risk-seeking behaviors ( Kumeto, 2015). Therefore, the behavior of the actors and the contract-like relationships between them are rigid in these theories. Behavioral agency model, by using the results of decision theory and considering the conclusions of the research on expectations theory, points out the practicality of substituting risk avoidance with loss avoidance. In this case, the main goal of the manager is not to maximize future profit but to keep the existing level of wealth (Wiseman & Gomez-Mejia,