A költségvetési hiány politikai gazdaságtana (The political economy of budgetary deficit)

A fejlett ipari országokra a hetvenes évektől mind inkább jellemző tartós költségvetési hiányt sem a keynesi, sem pedig a neoklasszikus elmélet nem tudta kielégítően magyarázni. Az új politikai gazdaságtan azonban, úgy tűnik, sikerrel tárta fel nemcsak a tartós hiány és a növekvő eladósodottság okait, hanem a fiskális politikai teljesítményben országok között és időben mutatkozó jelentős eltérések forrásait is. A siker elsősorban annak köszönhető, hogy az új politikai gazdaságtan a költségvetési politika alakításának politikai és intézményi korlátai felé fordult, azzal a nem titkolt szándékkal, hogy kiterjessze a főáramú közgazdaságtan határait, és beépítse modelljeibe a gazdaságpolitikai döntéshozatal folyamatát. Tanulmányunkban négy átfogó magyarázatot tekintünk át - ezek: 1. az adósságállomány stratégiai használata, 2. a stabilizáció elodázása, 3. a politikai és választási rendszerek különbözősége és 4. a gyenge vagy széttöredezett végrehajtói hatalom -, azzal az egyértelmű igénnyel, hogy a szokásos pozitív elemzést normatív vizsgálódással egészítsük ki. / === / Neither Keynesian nor Neoclassical theory managed to explain adequately the increasingly typical state of chronic budgetary deficit found in developed industrial countries since the 1970s. But the new political economy seems to have revealed the causes of the chronic deficit and mounting indebtedness and of the reasons for the marked differences in fiscal-policy performance between countries and periods. The success can be ascribed primarily to the fact that the new political economy turned to the political and institutional constraints on the formation of budgetary policy, with the unconcealed aim of broadening the bounds of mainstream economics and building the policy-making process into it. The study examines four comprehensive explanations: 1. strategic use of debt stock, 2. postponement of stabilization, 3. differences of political and electoral systems, and 4. weak or fragmented executive power, with the clear intention of complementing the customary positive analysis with a normative examination.

The Europe of Elites. A Study into the Europeanness of Europe's Political and Economic Elites

Contents: 1 Introduction: European integration as an elite project, Heinrich Best, György Lengyel, and Luca Verzichelli; 2 Europe à la carte? European citizenship and its dimensions from the perspective of national elites, Maurizio Cotta and Federico Russo; 3 Ready to run Europe? Perspectives of a supranational career among EU national elites, Nikolas Hubé and Luca Verzichelli; 4 National elites’ preferences on the Europeanization of policy making, José Real-Dato, Borbála Göncz, and György Lengyel; 5 The other side of European identity: elite perceptions of threats to a cohesive Europe, Irmina Matonyté and Vaidas Morkevicius; 6 Elites’ views on European institutions: national experiences sifted through ideological orientations, Daniel Gaxie and Nicolas Hubé; 7 Patterns of regional diversity in political elites’ attitudes, Mladen Lazic, Miguel Jerez-Mir, Vladimir Vuletic, and Rafael Vázquez-García; 8 The elites–masses gap in European integration, Wolfgang C. Müller, Marcelo Jenny, and Alejandro Ecker; 9 Party elites and the domestic discourse on the EU, Nicolo Conti; 10 Elite foundations of European integration: a causal analysis, Heinrich Best; 11 Elites of Europe and the Europe of elites: a conclusion, Heinrich Best; 12 Appendix. Surveying elites: information on the study design and field report of the IntUne elite survey, György Lengyel and Stefan Jahr.

Projekttervezési módszerek kihívásai a XXI. században (Challenges of the project planning methods in the 21st century)

Több mint száz éve született meg Henry Gantt (Gantt, 1910) sávos ütemterve, Kelley (Kelley, 1961) és Walker (Walker, 1959) is több mint hatvan éve publikálta kritikus út módszerét. Az ezekre épülő költség- és erőforrás- tervezési módszerek vajon alkalmasak-e a ma kihívásaira? Az olvasó ebben a tanulmányban többéves kutatómunka gyümölcsét láthatja. A kutatás során az egyik legfontosabb cél annak vizsgálata volt, hogy a meglévő projekttervezési eszközök mennyiben felelnek meg a mai projektek kihívásainak; hol és milyen területen van szükség e módszerek továbbfejlesztésére, esetleg meghaladására. Ebben a tanulmányban a szerző olyan módszereket mutat be, amelyek messze túlvezetnek bennünket a projekttervezés eddig elsősorban operatív feladatokra szorítkozó módszereitől, és olyan kérdések megválaszolására fordítja figyelmünket, mint pl. milyen tevékenységeket, projekteket valósítsunk meg; melyeket hagyjuk el vagy ütemezzük be egy későbbi projektbe; hogyan rangsoroljuk, priorizáljuk a projektek megvalósítását, fontosságát? ______ Gantt chart (Gantt, 1910) was born by Henry Gantt more than a hundred years ago. Kelley and Walker published their critical planning method more than a 60 years ago (see i.e. Kelley-Walker, 1959). Can we use methods based on network planning methods for the challenges of 21st century? In this paper the author can see the results of the recent researches. In this study with their colleagues he investigated which project planning methods can be used in challenges of the 21st century and where and how to improve them. In these researches new matrix-based project planning methods are specified, where they can deal not only operative but strategic questions: which subprojects/tasks should be completed, how to treat priorities of completion in case of defining logic planning, how to support not only traditional but agile project management approaches.In this paper he introduces a new matrix-based method, which can be used for ranking project or multi project scenarios with different kinds of target functions. The author shows methods that are used in an expert module. He shows how to integrate this expert module into the traditional PMS system.

Do institutions matter in business strategy? – The changing focus of strategic management to institutions: a literature review

The post-crisis managerial literature emphasizes the roles of institutional factors in any disruption of the ecosystem of market capitalism and puts it in the middle of its analytical framework. It has become clear that nowadays, scientific discussions about the measure of increase of direct state involvement in certain economic areas has become more relevant. The socio-economic model based on market coordination was no doubt shaken by the crisis in 2008 across the world and inspired various representatives of the scientific and political community to revise their theses on coordination mechanisms that support the way out of an economic downturn. This paper intends to give a brief summary of the two leading strategic management approaches (Porter’s five forces and the resource-based view of the firm) on institutions. The author’s aim is to demonstrate that incorporation of the institution-based view into the mainstream theories can enrich the analytical framework of strategic management by providing deeper understanding of the contextual factors that underpin interactions between institutions and organizations.

Sustainability, creativity and innovation in project management – Model development for assessing organizational performance through projects

Today a number of studies are published on how organizational strategy is developed and how organizations contribute to local and regional development through the realization of these strategies. There are also many articles dealing with the success of a project by identifying the criteria and the factors that influence them. This article introduces the project-oriented strategic planning process that reveals how projects contribute to local and regional development and demonstrates the relationship between this approach and the regional competitiveness model as well as the KRAFT concept. There is a lot of research that focuses on sustainability in business. These studies argue that sustainability is very important to the success of a business in the future. The Project Excellence Model that analyses project success does not contain the sustainability criteria; the GPM P5 standard consists of sustainability components related either to the organizational level. To fill this gap a Project Sustainability Excellence Model (PSEM) was developed. The model was tested by interviews with managers of Hungarian for-profit and non-profit organizations. This paper introduces the PSEM and highlights the most important elements of the empirical analysis.