Innovation and Creativity

Székely, Csaba

doi:10.21637/gt.2013.4.01.

Cited by 3 publications

(2 citation statements)

References 44 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The hard and soft factors that determine success and competitiveness are thus both related to managerial skills and intentions in the case of SMEs, which raises the possibility that managerial competence may be a barrier to the success of SMEs (Szerb, 2010;Szabó, 2012;Hámori & Szabó, 2012) The manager has the power to decide between different options, to determine how to respond in the event of change and crisis, and to allocate the necessary resources. These studies also focus on different areas: efficiency (Boda, 2012), creativity (Csath, 2006;Székely, 2013), the role of IT and controlling and data-driven strategy making (Bőgel & Krauth, 2012;Hágen et al, 2017), and the role of the leader (Gáti & Bauer, 2017;Rideg, 2017).…”

Section: Leadership and Competitivenessmentioning

confidence: 99%

“…These approaches also focus on different areas: efficiency (Boda, 2012), creativity (Csath, 2006;Székely, 2013), the role of IT and controlling and data-driven strategy making (Bőgel & Krauth, 2012;Hágen & Holló, 2017), and leadership (Gáti & Bauer, 2017;Rideg, 2017). Innovation or internationalisation appears as a separate factor among the ten factors of the Small Firm Competitiveness Index (Szerb, 2010;Szerb & Hornyák, 2016).…”

Section: The Innovation Aspect Of Competitivenessmentioning

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

Section: Leadership and Competitivenessmentioning

confidence: 99%

Section: The Innovation Aspect Of Competitivenessmentioning

confidence: 99%

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

Szanyi-Gyenes

View full text Add to dashboard Cite

show abstract

A Magyarországon tanuló külföldi egyetemi hallgatók turisztikai fogyasztási szokásainak elsődleges elemzése = The primary analysis of the tourism consumption habits of the international students studying in Hungary

Csapó

Császár

2021

TURBULL

View full text Add to dashboard Cite

Jelen tanulmány felméri és összegzi azon kutatási eredményeket, amelyek a Magyarországon tanuló nemzetközi diákok és az őket meglátogatók turisztikai fogyasztási szokásaira vonatkoznak. A kérdőíves megkeresésekkel kivitelezett kutatással, a hazánkban tanuló nemzetközi hallgatók magyarországi turisztikai szokásaira vonatkozó kérdéseken keresztül azt kívántuk feltárni, hogy ez a szegmens milyen mértékben jelenik meg a hazai turisztikai folyamatokban, és milyen gazdasági hatással bír. A tanulmány eredményeinek közlése tekintetében kijelenthető, hogy hazánkban hasonló jellegű kutatás még nem zajlott le, így a nemzetközi hallgatókhoz köthető turizmus társadalmi-gazdasági és turisztikai folyamatokban betöltött szerepének vizsgálata tudományos nóvum Magyarországon. Elsődleges eredményeink igazolják, hogy a szegmens aktívan részt vesz a hazai turisztikai folyamatokban, így, mivel ezen fogyasztói csoport pontos megismerése még csak most kezdődött el, javasoljuk egy vonatkozó országos, illetve az egyes kiemelt egyetemi városokat célzó turizmusmarketing stratégia kidolgozását. This study surveys and summarizes the research results related to the tourism consumption habits of international students studying in Hungary together with their visitors. With questions focusing on the travel habits of the international students, the research, carried out by questionnaire survey, was intended to show the scale of this segment in Hungarian tourism and the economic impact also. In relation to the publication of the results, we can confirm that no similar research has been carried out yet in Hungary, and so the analysis of the role of international students in the social-economic and touristic processes is a scientific novelty in Hungary. Our primary results show that the segment plays an active part in domestic tourism, and so, since a clear recognition of this significant target group has recently emerged. The authors recommend the elaboration of a related tourism marketing strategy on national and university city levels.

show abstract

Regulation of Work Breaks in Hungary with a European Perspective

Román

2021

AUSLEG

View full text Add to dashboard Cite

The basis for the review of the Hungarian and European rules of the rest break during the working day was the fact that there was a lawsuit to establish the illegitimacy of termination, in which I represented the plaintiff. The reason for the summary dismissal on the part of the employer was that the employee was playing cards while on a rest break during the working day. In his action, the plaintiff sought a declaration that his employer had unlawfully terminated his employment. By the judgment of the Court of First Instance, the action was dismissed, and the plaintiff was ordered to bear the court costs. By the judgment of the Court of Law proceeding by the plaintiff’s appeal, the judgement was reversed, and it ordered the defendant to pay the plaintiff severance pay as well as compensation. The defendant presented an application for review, which was not upheld. After completing the matters of fact, the Court of Appeal correctly stated that, at the time of the inspection, the plaintiff availed himself of a rest break during the working day, which was lawful; moreover, it was not disputed by the defendant. The Court of Appeal rightly concluded that the employer may prohibit the employee from playing cards during breaks in the workplace, but this must be communicated unequivocally to him, and this expectation must be consequently carried out. The Court of Appeal also rightly pointed out that in the case of explicit prohibition of some behaviours, employees must also be informed of the legal consequences, which are applicable in case of infringement of the rule. However, in the present case, this was not established, so that the lawsuit ended with the full recovery of a favourable judgment of the employee plaintiff at the Supreme Court of Justice.

show abstract

Innovation and Creativity

Cited by 3 publications

References 44 publications

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

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

A Magyarországon tanuló külföldi egyetemi hallgatók turisztikai fogyasztási szokásainak elsődleges elemzése = The primary analysis of the tourism consumption habits of the international students studying in Hungary

Regulation of Work Breaks in Hungary with a European Perspective

Contact Info

Product

Resources

About