Előszó egy pénzügyi matematika tankönyvhöz = Preface to a textbook on financial mathematics

A szerző a pénzügyi válság kapcsán a pénzügyi matematikát ért kritikai észrevételekre próbál válaszolni. Megítélése szerint a pénzügyi matematika negatív hatása a magyarországi pénzügyi problémák esetében nem mutatható ki, ugyanis Magyarországon a pénzügyi döntések mindenfajta kvantitatív megalapozás nélkül, nagyrészt politikai alapon történtek, így a felelősséget is a politikát körülvevő gazdaságpolitikusoknak kell viselniük. A matematikai modellek legfőbb felhasználási területe nem a konkrét pénzügyi döntések megalapozásában, hanem sokkal inkább az oktatásban található. _____ The author discusses some critical observations about financial mathematics in connection with the financial crisis. In his view no negative effect of financial mathematics on Hungary's financial problems can be observed, since the financial decisions in Hungary were made without any kind of serious quantitative basis. The decisions were made mainly on political ground, so that the blame must go to economic politicians involved in that policy. The main area of application of mathematical models is not its application in specific financial decisions, but far more in the field of education.

Dynamic capabilities and strategic paradox: a case study

Today’s business leaders must constantly review and develop their firm’s abilities to adapt to and benefit from external changes. Dynamic capabilities are the capacity of an organization to purposefully create, extend or modify its resource base. They enable it to exploit business, technological and market opportunities and adapt to market changes, an ability more often observed in highly dynamic industries, such as consumer electronics or telecommunications. Using the case study method, this article identifies dynamic capabilities in traditional, less dynamic industries when faced with a sudden drop of revenue. Four distinct routines emerge, namely structure and practices enduring time-sensitive strategic decision-making by the tice, and a culture encouraging learning and coevolving. Seemingly strategic paradox objectives encourage the management team to question the status quo and, when managed well, transform the tensions between old and new into an ability to advance superior ideas faster.