"I would like to see that one is able to say I'm proud of being a citizen of the EU…" – the way Hungarian people see Europe and the European Union

This paper explores the concepts of Europe, Europeanism and European Union, their meaning to Hungarians, how people define them and how they relate to these concepts through the analysis of qualitative in-depth interviews. The main question is whether the discourse, expressing attitudes towards Europe and the European Union, are of symbolic or utilitarian character. The symbolic way to relate to the EU is based on principles, an ideological or an emotional approach of the subject, while the pragmatic or utilitarian logic is based on rational cost-benefit analysis. The main argument of this current paper is that the way Hungarians tend to relate to the EU is rather utilitarian and it is the utilitarian logic that represents the relevant frame to understand people’s attitudes on the subject.

Individual decision-making by top executives as a valuable resource for strategic management – A resource-based view and dynamic capability approach

Strategy is highly important for organisational success and the achievement of competitive advantage. Strategy is dynamic and it depends on accurate individual decision-making from medium and high-level managers and executives. Since managers always formulate strategy, its formulation depends mostly on their assertive decisions. Making good decisions is a complex task, even more in today’s business world where a large quantity of information and a dynamic environment forces people to decide without having complete information. As Shafir, Simonson, & Tversky (1993) point out, "the making of decisions, both big and small, is often difficult because of uncertainty and conflict". In this paper the author will explain a basic theoretical framework about top manager's individual decision-making, showing how complex the process of making high-impact decisions is; then, he will compare this theory with one of the most important streams in strategic management, the Resource-Based View (RBV) of the firm. Finally, within the context of individual decision-making and the RBV stream, the author will show how individual decision makers in top management positions constitute a valuable, rare, non-imitable and non-substitutable resource that provides sustained competitive advantage.