The Shapley value for airport and irrigation games

In this paper cost sharing problems are considered. We focus on problems given by rooted trees, we call these problems cost-tree problems, and on the induced transferable utility cooperative games, called irrigation games. A formal notion of irrigation games is introduced, and the characterization of the class of these games is provided. The well-known class of airport games Littlechild and Thompson (1977) is a subclass of irrigation games. The Shapley value Shapley (1953) is probably the most popular solution concept for transferable utility cooperative games. Dubey (1982) and Moulin and Shenker (1992) show respectively, that Shapley's Shapley (1953) and Young (1985)'s axiomatizations of the Shapley value are valid on the class of airport games. In this paper we show that Dubey (1982)'s and Moulin and Shenker (1992)'s results can be proved by applying Shapley (1953)'s and Young (1985)'s proofs, that is those results are direct consequences of Shapley (1953)'s and Young (1985)'s results. Furthermore, we extend Dubey (1982)'s and Moulin and Shenker (1992)'s results to the class of irrigation games, that is we provide two characterizations of the Shapley value for cost sharing problems given by rooted trees. We also note that for irrigation games the Shapley value is always stable, that is it is always in the core Gillies (1959).

What lessons can we learn from the present economic crisis for the possible future strategies of enterprises - lesson from Hungary and Slovakia

The paper explores the characteristics of the present economic crisis at enterprise level and its comsequences for possible growth after the crisis. The study builds on international experiences concerning recovery from crisis during the previous economic downturns between 1980 and 2002. Survey results in Hungary and Slovakia are presented with special attention to how companies tried to react to the present economic recession. The study analyses the possible consequences of the strategies followed by the Slovakian and Hungarian firms during the crisis period from the point of view of capabilities for utilizing the options for growth when demand will start to increase.

The integraton by trade and FDI of emerging economies: The ASEAN example

The paper investigates the role of regionalization and regional identity in the endeavours of emerging economies to connect successfully to the global world economy. It addresses the question of whether the Association of Southeast Asian Nations (ASEAN), with its loose institutional integration framework, has contributed to the global integration of its very heterogenous members in the first decade of the 21st century – and, if so, what are the drivers behind this. The paper summarizes connecting theories, using a multidisciplinary approach, and uses descriptive statistical analysis to identify the achievements of the ASEAN-6 countries within global trade and foreign direct invesment (FDI) flows in the given time period. We suggest that ASEAN countries, with their efforts to initiate interconnecting regional organizations in Asia, most specifically the ASEAN+3 (APT) construction, did contribute to greater integratedness of member countries; and they have created a regional image with a common market and production base. Such achievements, however, can be in great part attributed to the micro-level activities of international and regional firms wishing to establish cross-border production networks in these countries.

The integration by trade and FDI of emerging economies: The Asian example

The paper investigates the role of regionalization and regional identity in the endeavours of emerging economies to connect successfully to the global world economy. It addresses the question of whether the Association of Southeast Asian Nations (ASEAN), with its loose institutional integration framework, has contributed to the global integration of its very heterogenous members in the first decade of the 21st century – and, if so, what are the drivers behind this. The paper summarizes connecting theories, using a multidisciplinary approach, and uses descriptive statistical analysis to identify the achievements of the ASEAN-6 countries within global trade and foreign direct invesment (FDI) flows in the given time period. We suggest that ASEAN countries, with their efforts to initiate interconnecting regional organizations in Asia, most specifically the ASEAN+3 (APT) construction, did contribute to greater integratedness of member countries; and they have created a regional image with a common market and production base. Such achievements, however, can be in great part attributed to the micro-level activities of international and regional firms wishing to establish cross-border production networks in these countries.

Beszállítófejlesztés és lean beszállítófejlesztés = Supplier development and lean supplier development

A tanulmány általános áttekintést ad a beszállítófejlesztésről. A szakmában elterjedt fogalmak, a meghatározó koncepcionális keretek, az ajánlott szervezeti megoldások és az eredményes megvalósítást támogató és gátló tényezők számba vétele arra szolgál, hogy tág kontextusban értelmezhessük a lean beszállítófejlesztést. A lean beszállítófejlesztés intézményesített szervezeti rutinok halmazát jelenti – a japán autóipari nagyvállalatok gyakorlata alapján. Egyszerre van jelen az ad hoc problémamegoldás és a folyamatorientált, tág és stratégiai beszállítófejlesztés. A kulcsbeszállítók állnak a középpontban. A beszállítókkal való együttműködésben a bilaterális kapcsolatok (beszerző-beszállító) és a multilaterális kapcsolatok (beszerző és beszállítók csoportja) is fontos szereppel bírnak. A tevékenységek megvalósításában több tucat alkalmazott főállásban vesz részt. Ezek az alkalmazottak a beszerző vállalat termelési rendszerének, működési filozófiájának is szakértői. A globális nagyvállalatoknál – adott régióban is – több osztály, esetenként egymástól függetlenül is foglalkozik a beszállítók fejlesztésével. A sikeres megvalósítást és részvételt, elköteleződést támogatja, hogy az ösztönzési rutinok is formalizáltak és intézményesítettek (pl. hatalmi kérdések, elért haszon megosztása, partnerek felelőssége). _____ Our study reviews supplier development (SD) and lean supplier development literature. The first part gives an overview about general SD and related definitions, conceptual frameworks, organisational settings and supporting/impeding factors influencing the success of SD efforts. The second part of the study positions lean supplier development in this general SD context. Lean SD is built on sets of institutionalized organisational routines – based on daily practice of Japanese automotive companies. Lean SD contains of different SD approaches. It is pervaded by both ad hoc problem solving activities and process-focused, wide and strategic approaches at the same time. The efforts are focused on key suppliers. The SD is organised through bilateral (purchaser firm and supplier firm) and multilateral (purchaser firm and supplier firms) relations. At global automotive companies more dozens full time employees work on SD. These employees are expert of the production system and operating philosophy of the purchaser company. Global firms – even in a particular geographical area – have usually more departments responsible for SD. Eventually these departments work independently from each other. To achieve the expected performance improvement and real involvement and commitment it is critical to formalize and institutionalize routines influencing motivation as well (eg., power, gain sharing, responsibilities).