A vállalati identitás és az észlelt siker kapcsolata a KKV szektorban

Almási, Anikó

doi:10.14232/phd.10856

Cited by 4 publications

(4 citation statements)

References 106 publications

(136 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…A vezetők, tulajdonosok szervezeti kultúrára gyakorolt, meghatározó hatását pedig hazai vizsgálatok is alátámasztják, noha egyelőre csak kevés elemző foglalkozik a kisméretű, lapos szervezetek (KKV-k, családi vállalkozások) hasonló jelenségeivel (pl. Almási & Hetesi, 2017), a civil szektor területe pedig e témában mindeddig szinte feltérképezetlen maradt. A kis szervezeteknél a HR és vezetői feladatok nemcsak szorosan összekapcsolódnak, hanem -különálló HR-egység híján -gyakran a vezető látja el a HR-feladatokat, vagy azok többségét.…”

Section: Cikkek Tanulmányokunclassified

A szervezeti siker összetevőinek megragadása a szervezeti hírnéven keresztül

Erdélyi,

Szabó

2023

Veztud

View full text Add to dashboard Cite

Köznapi értelemben a siker kedvező visszhang, azaz jó hírnév. A szervezetek és vezetésük szempontjából, tudományos értelemben azonban finomabb összefüggések vannak a két fogalom között. Jelen tanulmány célja ezeknek az összefüggéseknek a feltárása, a szervezeti hírnév és a siker fogalmainak körüljárásán, tisztázásán és az összefüggéseket megmutató modell megalkotásán keresztül. A szerzők célja különösen a humán erőforrással és a vezetéssel kapcsolatos tényezők és összefüggések kiemelése, további, gyakorlati kutatások megalapozása érdekében. A szervezeti siker meghatározásához, scoping review keretében, 209 nemzetközi adatbázisban elérhető forrást tekintettek át. A megismert fogalmi összetevőket és azok összefüggéseit egy olyan modellben szemléltetik, amely a siker és a hírnév tényezők mellett a szervezetek hard és soft tényezőit áttekintő menedzsmentmodellt (McKinsey, 7S) is figyelembe vesz.

show abstract

Section: Cikkek Tanulmányokunclassified

A szervezeti siker összetevőinek megragadása a szervezeti hírnéven keresztül

Erdélyi,

Szabó

2023

Veztud

View full text Add to dashboard Cite

show abstract

“…However, we have limited knowledge about the strategies, problems, and understanding of small firms (Szerb, 2010), so research tends to approach them from a specific perspective, such as corporate performance and leadership attitudes (Hurta, 2013), corporate identity research (Almási, 2014(Almási, , 2021, the relationship between successful growth and innovation (Dobák, Hortoványi & Szabó, 2012), the study of managerial attitudes in Hungarian SMEs (Hurta, 2013), learning and development in small businesses (Csillag, Csizmadia, Hidegh & Szászvári, 2019), the study of factors influencing the survival and growth of Hungarian start-ups (Csákné, Radácsi & Timár, 2019), risks related to project management challenges for start-ups to highlight some interesting areas of research. One of the research findings was published in a study that looked at how larger family firms responded to a macroeconomic shock in terms of internationalisation (Fourné, Zschoche, Schwens, & Kotha, 2023).…”

Section: Internationalisation and Competitivenessmentioning

confidence: 99%

“…Firms that consider internationalisation as a strategic goal at the outset typically have exceptional resources, advanced technology and a high degree of international orientation (Hennart, Majocchi & Hagen, 2021). The importance of soft factors is reflected in the critical role of acquiring relevant knowledge in the internationalisation process (Fletcher, Harris & Richey, 2013) The internationalisation of domestic firms is also a popular area of research (Czakó, 2000;Antalóczy & Sass, 2011;Békés, Halpern & Muraközy, 2013), and it can be found that exporting firms tend to perform better in the market than firms operating in the domestic market (Kazai, 2014;Stocker, 2016Stocker, , 2019Stocker & Várkonyi, 2022) However, we have limited knowledge about the strategy, problems and understanding of small firms (Szerb, 2010), so research tends to approach them from a specific perspective: Successful innovation-growth strategy (Dobák, Hortoványi & Szabó, 2012), market orientation (Stocker & Várkonyi, 2022), firm performance and managerial attitudes (Hurta, 2013), corporate identity (Almási, 2019(Almási, , 2021, the study of managerial attitudes in Hungarian SMEs (Hurta, 2013), learning and development in small firms (Csillag, Csizmadia, Hidegh & Szászvári, 2019), the factors influencing the survival and growth of Hungarian start-ups (Csákné, Radácsi & Timár, 2019), or the risks associated with project management challenges in start-ups .…”

Section: Internationalisationmentioning

confidence: 99%

“…Due to the heterogeneity, limited resources, external environmental and institutional dependencies in the SME sector, it is particularly important to consider that internal capabilities contribute to competitiveness to a greater extent than industry or economic characteristics (Rideg, 2017), while "our knowledge of the internal world, strategy, behaviour and problems of SMEs is limited" (Szerb, 2010, p. 2). The authors' own previous research on SMEs has focused on factors such as the importance of SMEs in the economy (Szanyi-Gyenes, Mudri & Bakosné Böröcz, 2015; Szanyi-Gyenes, 2019), the internationalisation of SMEs (Szanyi-Gyenes, 2017) or corporate identity (Almási, 2014(Almási, , 2019Almási & Hetesi, 2017). In terms of literature and research trends, competitiveness theories focusing on hard elements and large firms dominated in the previous decades, but research on soft resources, competences and organisational factors is increasingly coming to the fore.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Analysis of the Competitiveness of Hungarian Companies from the Perspective of Internationalisation

Szanyi-Gyenes

View full text Add to dashboard Cite

Research on competitiveness and internationalisation of companies is a critical academic field. There are infinite numbers of studies which investigate how to improve SME competitiveness, the impact of SME internationalisation on innovation, SMEs international performance, or the digital transformation of SMEs. Innovation is decisive for market competitiveness and efficiency and some research show that European SME innovations can rarely be seen as pioneering or groundbreaking. My research focuses of domestic small and medium-sized enterprises. In some research, recurring success factors can be identified (Berényi & Deutsch, 2021). In my early research, I investigated the importance of the SME sector (Szanyi-Gyenes, Mudri & Bakosné Böröcz, 2015; Szanyi-Gyenes, 2019), factors of a successful international growth of a small company (Szanyi-Gyenes, 2017), later on the management and the management’s attitude in the company’s success (Szanyi-Gyenes & Almási, 2021), future competitiveness aspects of domestic companies from the internationalisation perspective (Marciniak et al., 2022), the digitalization factors of domestic companies from the internationalisation and competitiveness perspective (Szanyi-Gyenes & Almási, 2023) and the effects of internal barriers of domestic companies on competitiveness. The research model describe how the competitiveness, the internationalisation dimension, and the role of the company’s manager are linked. The role of leadership is crucial to success, the reason is that strategic orientation, recognition of growth options, resource management, creating a mission-friendly organisational structure are all leadership capacities in the SME sector. Results has shown that managers and employees of enterprises have a diverse perception and evaluation of the performance of their enterprise, and that the concept of success is more complex and contains elements based on perceptions. The manager’s attitude towards success significantly determines the strategic orientation of the enterprise, the attention and resources devoted to specific areas of operation. Examining companies operating in the international market and those operating only in the domestic market, companies present on the international market showed better scores in all the dimensions examined. They are characterised by continuous strategic renewal, a strategy broken down to the individual level, the use of technological innovation and openness to innovation. The leadership style is also supportive of strategic objectives and the 2 transformational leadership style is more typical. These companies are constantly seeking to maintain a competitive edge through new strategic initiatives, have a more individualised strategic plan, have a well-defined and known decision-making process, incorporate available information into the decision-making process, have responded more effectively to unexpected environmental challenges in times of pandemics, are more attentive to the use of digital technologies and perform better in terms of workflow efficiency. The results show that technological changes, including the challenges of digitalization, are more challenging for larger companies and have the least impact on companies after the early period. Companies should be more open to innovation and digitalization, to develop employees’ skills and suggest management support and risk taking. Companies that are also present in the international market perceive the impact of technology, including digitalization, as stronger and pay more attention to the use of digital technologies, compared to domestic companies that perceive the impact of technological change as less of a challenge. These companies perform better in improving work process efficiency, identifying new practices and allocating resources accordingly. Digitalization can become a key to the future success of a company if managers change their management style and decision-making mechanisms. Finally, focusing on barriers to competitiveness shows, that inhibiting factor is clearly linked to internationalisation too. Firms also present on the international market are likely to have the necessary specialised expertise, such as sales knowledge, and thus perceive expertise as less relevant as a barrier. To be more competitive, it is recommended to look for strategic opportunities where companies can be involved in international processes, thus making the organisation more open to innovation, new opportunities can bring more effective operation, employees will be more motivated, thus reducing the impact of inhibiting factors.

show abstract

Trust and social capital research in Hungarian economic sociology, 1995-2012. A literature review

Dén-Nagy¹

2013

CJSSP

View full text Add to dashboard Cite

The concepts of social networks, social capital and trust and their impact on the economic arrangements and performance of nascent capitalist economies have raised many research questions in the post-socialist countries of Europe. The following paper is designed to summarize the directions and conclusions of the empirical research which has been carried out in connection with trust and social capital in Hungary between 1995 and 2012. To maintain a clear and narrow focus, this literature review pays attention only to those papers that undertake analysis in the field of economy. This includes such research that is designed to investigate the trust and social capital-related aspects of economic transactions, economic behaviors and attitudes. Correspondingly, papers that discuss issues like trust in democratic institutions (e.g. Boda, Medve-Bálint 2012), the effects of social capital on social inequality (e.g. Lengyel, Bartha, 2000; Bartus, 2001), on efficiency in education (e.g. Fényes, 2008), on wage income (e.g. Sik, 2004; Hermann, Kopasz, 2011) or trust and social capital from the perspective of immigration (e.g. Gödri, 2010; Göncz, Lengyel, Tóth, 2012) are omitted intentionally. I also leave out of consideration the wide range of literature which focuses on corruption (e.g. a recent social capital-related paper by Szántó, Tóth, Varga, 2012). Although the phenomenon of corruption is closely related to the question of trust, relationship networks and social capital and has been intensively researched in post-socialist countries, including Hungary, research about corruption is a distinct literature within economic sociology which is too broad to be discussed substantively in the frame of this paper.

show abstract

A vállalati identitás és az észlelt siker kapcsolata a KKV szektorban

Cited by 4 publications

References 106 publications

A szervezeti siker összetevőinek megragadása a szervezeti hírnéven keresztül

A szervezeti siker összetevőinek megragadása a szervezeti hírnéven keresztül

Analysis of the Competitiveness of Hungarian Companies from the Perspective of Internationalisation

Trust and social capital research in Hungarian economic sociology, 1995-2012. A literature review

Contact Info

Product

Resources

About