A kínai reformfolyamat politikai gazdaságtani logikája (The politico-economic logic of the Chinese reform process)

Kína az elmúlt több mint három évtizedben szegény, elmaradott országból a világgazdaság egyik legfontosabb szereplője lett. Szocialista rendszerét egy sajátos kapitalista rendszer váltotta fel, miközben politikai struktúrája lényegében változatlan maradt. A folyamatok során a vezetés mindvégig ügyelt arra, hogy a kommunista párt egyeduralmát semmi se veszélyeztethesse, ugyanakkor megfelelő források álljanak rendelkezésre hatalma megtartásához. A tanulmány a kínai reformfolyamatot politikai gazdaságtani szempontból vizsgálja, különös figyelmet szentelve az intézményi változásoknak. Bemutatja, milyen okok és tényezők álltak a reformok elindításának hátterében, milyen változások következtek be a szereplők érdekviszonyaiban a reformok előrehaladtával, és mire lehet számítani a reformok jövőjét illetően. Úgy tűnik, hogy a jelenlegi rendszer érdekviszonyai a reformok folytatása ellen hatnak, ellehetetlenítve a piacgazdaság intézményrendszerének további kiépítését. A járadékok és privilégiumok az elitet abban sem teszik érdekeltté, hogy komolyabb politikai reformokat hajtson végre, így a kialakuló csapdahelyzet megakadályozza az átmenet kiteljesedését. ____ In the last three decades China has risen from being a poor and underdeveloped country to being one of the most important players in the world economy. Its planned economy has been replaced by a capitalist system, but its political structure has remained essentially unchanged. The leaders during the reform process have sought constantly to avert dangers to the rule of the Communist Party and gain access to valuable resources that allow power to be retained. The study approaches the Chinese reform process from a politico-economic point of view, focusing primarily on institutional changes. It reveals the main factors behind the various phases of reform, the constantly changing interests of the players, and the possible future of the process. It seems that under the current authoritarian regime, there are vested interests working against a continuation of the reforms and precluding full establishment of the institutional framework of a market economy. The elite is also deterred from implementing serious political reforms by the current rents and privileges. This leads to a trap that prevents completion of the transition process.

The Soft Budget Constraint. An introductory study to volume IV of the Life’s Work series

The author’s ideas on the soft budget constraint (SBC) were first expressed in 1976. Much progress has been made in understanding the problem over the ensuing four decades. The study takes issue with those who confine the concept to the process of bailing out loss-making socialist firms. It shows how the syndrome can appear in various organizations and forms in many spheres of the economy and points to the various means available for financial rescue. Single bailouts do not as such generate the SBC syndrome. It develops where the SBC becomes built into expectations. Special heed is paid to features generated by the syndrome in rescuer and rescuee organizations. The study reports on the spread of the syndrome in various periods of the socialist and the capitalist system, in various sectors. The author expresses his views on normative questions and on therapies against the harmful effects. He deals first with actual practice, then places the theory of the SBC in the sphere of ideas and models, showing how it relates to other theoretical trends, including institutional and behavioural economics and theories of moral hazard and inconsistency in time. He shows how far the intellectual apparatus of the SBC has spread in theoretical literature and where it has reached in the process of “canonization” by the economics profession. Finally, he reviews the main research tasks ahead.

Bank financing of Hungarian SMEs: Getting over to credit crisis by state interventions

In this article we aimed to present and analyse the 21st century history of bank financing in the Hungarian small and medium enterprise (SME) sector in the period ranging from 2000 to 2012. The credit products offered by banks and credit unions are the most fundamental means of external financing capable of fulfilling the financing needs of a wide array of SMEs. The conditions of accessing credits and their prices exert a decisive influence on the profitability and business opportunities of SMEs. As a result of economic slowdown SMEs had to face higher interest rates, decreasing credit limits, and bank financing options that became increasingly slowly accessible alongside stricter conditions. Due to this process SMEs business performance had been falling continuously which has a destructive contribution to the national economy. In the first chapter of the article we present the dynamic development of credit financing in the Hungarian SME sector, along with the causes that triggered it, then we will continue with the negative tendencies dating from the onset of the 2008 debt crisis. In the second chapter we discuss the vicious circle, due to which the business performance of the SMEs, as well as the conditions of access to credits and their prices, have entered into a negative spiral. In the third and final chapter we make suggestions regarding the direction and means of necessary government intervention, in order to stop and reverse the negative tendencies observed in SME credit financing.

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.