5 resultados para Cyberspace Situational Knowledge, Capability, Cybersecurity, Cyberdefence, Organization
em Corvinus Research Archive - The institutional repository for the Corvinus University of Budapest
Resumo:
A stratgiai gondolkodsmd a szervezetben mkd egynek olyan kognitv sminak sszessge, melyek alapjaiban befolysoljk a szervezet zleti lehetsgeivel kapcsolatos feltevseiket, valamint ezltal a vllalati stratgit s innovcit. Jelen tanulmny egy koncepcialkot munka, mely ngy alapvet stratgiai gondolkodsmdot azonost, amelyek mindegyike sajtos mdon kapcsoldik az innovcihoz. Ksbbi empirikus vizsglathoz kapcsoldan hrom feltevst azonost, melyek a kvetkezek: 1. Minl dinamikusabb a vllalat stratgiai gondolkodsmdja, annl radiklisabb innovcis kezdemnyezseket tmogat. 2. Idben a vllalatok (a stabilitsra val trekvsk miatt) a statikusabb stratgiai gondolkodsmd fel mozdulnak el. 3. Minl konzisztensebb a vllalat stratgiai gondolkodsmdja, annl nagyobb mrtkben kerl megvalstsra a tervezett stratgia. _____ Strategic mindset is the sum of those cognitive patterns of a group of individuals in an organization which fundamentally influence their assumptions about business opportunities. Four types of strategic mindsets can be distinguished which fundamentally influence the strategy and innovation capability of the firm. This paper is a conceptual framework which describes three assumptions such as 1. the more dynamic strategic mindset results the more radical innovation strategy; 2. in time strategic mindsets become more static; and 3. the more consistent strategic mindsets inside the firm, the greater possibility of the intended strategy is implemented. By this way it is a first step of a future research examining why start-up companies can lose their innovation capability and why large firms can keep it?
Resumo:
Hogyan juthat az ember helyes dntsekig egy adott terletre (mikroverzumra) vonatkoz mly, belsv tett tuds birtokban anlkl, hogy kvetkeztetne? Az abduktivits fogalmnak krljrsa utn t hvelykujjszablyt fogalmaz meg a szerz az abdukci mkdsrl, majd sszekapcsolja azt a vezeti munkval, tudskormnyzsi kontextusban. Ebbl kiindulva a globlis munkatrelmlet (Global Workspace Theory) alkalmazsval a vezetk vagy az organizmusknt felfogott szervezetek abduktv kapacitsnak fejlesztsi lehetsgeit vizsglja. Befejezsl egy hatlpses, a szervezeti szint abduktivitsra rkrdez specilis tudsaudit-mdszertan rvid kifejtsre vllalkozik, kt esettanulmny vzlatos bemutatsval. _____ How to make right decisions without any inferences, thanks to interiorized, deep knowledge on the given field (micro verse)? After defining the concept of abductivity, the author presents five thumbnail-like rules about the nature of abductivity, combining it with leadership aspects and knowledge governance approach. He introduces a method supporting the development of abductive capability of a leader or an organization as a whole, using the Global Works pace Theory. Finally, the author tries to briefly formulate six steps of an organization-level knowledge governance audit framework, illustrating its relevance with two short case studies.
Resumo:
A tanulmny a lean termels munkaszervezst hrom termelsmenedzsment koncepci segtsgvel vizsglja. Az egyes koncepcik a szervezet eltr metszeteit rintik: (1) a termk-folyamat mtrix (Hayes s Wheelwright, 1979) a termk s a folyamat jellemzit helyezi kzppontba. A lean hatsra a szervezet a mtrixban a nagyobb vlasztk s a folyamat alap mkds (nagyobb fggsg) irnyba mozdul el. Az elmozdulst zemi szinten a magas elktelezettsg munkavgzsi rendszer gyakorlatainak bevezetse ksri, mivel azok tmogatjk a rugalmas mkdst, a gyors kommunikcit s problmamegoldst. Az elmozduls minsge s gy a munkaszervezsi gyakorlatok hasznlata (mlyg, szma, munkavllalk bevonsa) nagyban fgg a termelsi stratgitl s a lean rettsgtl. (2) A termelsi stratgia szakaszai (Wheelwright s Hayes, 1985) a termels zleti stratgiban jtszott szerept elemzik. A lean termels sszeegyeztethet a termelsi stratgia harmadik szakasznak command s control szemlletmdjval. Az ilyen lean termelk kltgfkuszak, a hagyomnyos munkaerkpben gondolkodnak s krkben kevsb jellemz az j emberi erforrs gyakorlatok hasznlata. A lean termels adaptlsa sztnzheti a vllalatokat a termelsi stratgia negyedik szintje fel. A negyedik szint a bevonsra, problmamegoldsra s tanulsra pt, amely megfelel a lean emberek tisztelete pillrnek. (3) A lean rettsgi modell (Hines s trsai, 2004) a lean szervezeten belli elmlylst s terjedst mutatja be. A lean utazs sorn a vllalatok az eszkz alap megkzeltstl a komplex rtkrendszerben gondolkod lean szervezet fel haladnak. A technikai tudsanyag egyre szlesebb krv vlik, ami rvilgt a tudstads (szemlyek kzttire, de akr struktrkba, folyamatokba ptse is) kpessgnek jelentsgre. Az emberi erforrs gyakorlatok folyamatosan jelennek meg. De csak a legfejlettebb szakasz, a lean tanul szervezet megjelense teszi valban szksgess a munkavllali kp jragondolst is. = This paper examines work organization in lean production with the help of three production concepts. These concepts embrace different dimensions of the organization: (1) the product-process matrix (Hayes and Wheelwright, 1979) is about product and process characteristics. Due to the lean the organization shifts within the matrix towards higher variability and flow (higher level of interdependencies). On the shop floor the shift is accompanied by the introduction of high commitment work systems practices, since those support flexible operations, fast communication and problem-solving. The quality of the shift and hence the application of these work practices (number of practices, their embeddeness, employee involvement) highly depends on manufacturing strategy and lean maturity. (2) The concept of stages of manufacturing strategy (Wheelwright and Hayes, 1985) analyzes the role of the manufacturing function in the business strategy. Lean production is compatible with the command and control approach of the third stage of manufacturing strategy. These lean producers are cost-driven, they have the traditional approach of employees and apply new work organization practices to a less extent. However, the implementation of lean production may drive these companies to the fourth stage. The fourth stage of manufacturing strategy is based on employee involvement, problem-solving and learning. This stage is in full accordance with the respect for people pillar of lean production. (3) Lean maturity (Hines et al., 2004) shows the path how lean management deepens and expands within an organization. During the lean journey, companies progress from the tool-based approach to the complex lean value system. The technical knowledge of lean becomes more and more comprehensive and it points out the crucial importance of knowledge conversion capabilities (intrapersonal or even how to build knowledge into structures, processes). Work organization practices constantly appear with the progress, but the review of the traditional approach of employees is only essential at the most advanced stage, when an organization becomes lean learning organization.
Resumo:
A szerz kvalitatv kutatsi mdszerekkel vizsglja a kis- s kzpvllalatok (kkv-k) innovatv tevkenysgeinek korltait s lehetsgeit. A vizsglat trgyai (legalbb) Magyarorszg szintjn j termket vagy szolgltatst nyjt kkv-k, melyek hatrozott nvekedsi szndkkal rendelkeznek. Az eredmnyek egysges vizsglati keretben, 41 vezet vlemnye alapjn szlettek meg, hrom terletre fkuszlva: (1) a krnyezeti bizonytalansg megtlse, (2) a szervezet kvetett stratgija, ketts kpessge, kiaknz s feldert tevkenysge, s (3) a versenykpes teljestmnyclok, konfigurcik. A cikk a kutats lpseit rszletesen bemutatja, fontos eredmnynek tekinthet, hogy rmutat arra, hogy a kutatsi s fejlesztsi, valamint az innovatv tevkenysgek legfontosabb gtja leginkbb a vezetsi s szervezsi kpessgek s a stratgiai gondolkods hinyra vezethet vissza a kis- s kzpvllalkozsokban. ______ The author conducted a qualitative research on the innovation potential of small and medium size enterprises (SMEs). SMEs with new products and services and with growth orientation are in the focus of the research. The standardized research design is based on 41 owner managers responses. It is focusing on 3 main areas: (1) environmental uncertainty, (2) the strategy followed by the organization, its ambidextrous capability, exploitative and explorative behavior, and (3) competitive performance and configurations. The paper describes a qualitative research design in detail. The main finding of the research is that the lack of managerial skills and strategic thinking inhibit SMEs to conduct innovation as well as to engage in research and development activities.
Resumo:
A tudsmenedzsment-rendszerek kiptse s mkdtetse egyre npszerbb vllalati cl. A legnagyobb igyekezet ellenre is kudarccal vgzdhet egy ilyen vltozs megvalstsa, ha a szksges felttelek nlkl prblkozunk ezzel a beavatkozssal a szervezet letben. Az egyik legfontosabb elfelttel a bizalomra, kzs tanulsra, fejldsre pl, nyitott szervezeti kultra, mely a tanulszervezeti jellemzkkel rhat le. A szerzk kutatsukban arra voltak kvncsiak, milyen elkpzelseik, vgyaik vannak a felsoktatsban oktat kollgknak az idelisnak nevezett szervezeti kultrrl. Ezeket az elkpzelseket egy kls tancsad cg ltal vgzett krdves felmrsen alapul vizsglat segtsgvel tudtk meg, melynek kirtkelsre a circumplex-mdszer szolglt. Az eredmnyeket sszevetettk a tanulszervezeti jellemzkkel, vizsglva azt a hipotzist, miszerint az oktat kollgk tudat alatt is olyan idelis szervezetet kpzelnek el, mely a tanulszervezeti kultra jellemzivel azonos. _________ To create and to operate a knowledge management system is becoming a more and more popular target of the companies. Realizing the changes above can result in a failure in spite of the biggest will if organizations lack certain prerequisites which are necessary in companies lives. One of the most important prerequisites is organizational culture which can be characterized by confidence, common learning, development and open atmosphere. This is called a learning organizational culture. In their research the authors would have liked to know what kind of dreams the colleagues have about their own organizational culture. They achieve these results from an investigation with questionnaires which were realized by an advisory team. To evaluating the results of this investigation circumplex method was used. These results were compared with the characteristics of learning organization to confirm our hypothesis. According to this idea colleagues have the same images about their successful organization as the characteristics of learning organizations.
