A projektalapú szervezetek projektmarketing-tevékenységének sajátos kontextusa (Contextual features of project marketing activity of the project-based organisations)

Ez a tanulmány a projektvezetési szakirodalomban kialakult ismeretanyagot szem előtt tartva (noha tételesen nem hivatkozva arra) tárja fel azt a sajátos és tipikusnak nevezhető kontextust, amelyben a projektalapú szervezetek projektmarketing tevékenysége megnyilvánul. A tanulmány célja tehát nem magának a projektmarketingnek a kérdéskörére irányul, hanem elsősorban annak projektspecifikus kontextusára. Jellegét illetően a tanulmány spekulatív jellegű, vagyis lényegét tekintve nem empirikus kutatási eredményekből levont következtetésekre épül. _____ Traditional approach to project marketing focuses on process-related aspects of the marketing efforts of project- based organisations. This paper is different. Unlike to the traditional approach it highlights the decisive contextual features of project marketing, bearing in mind the typical project business from the point of view of project-based organisations. These features include: a) instead of physically existing products project-based organisations need to sell their ability to create the project outcome physically; b) the project outcome and the conditions of implementation are defined by the project client; c) project clients are involved in creating the project outcome; d) project implementation strategy applied in a client organisation may vary project by project. These determining contextual features shape to a great extent the actual competitive position of the project-based organisations which may vary project by project even in relation to the very same project client.

Minsk and Budapest, the two capital cities. Selected studies of post-socialist urban geography and ecological problems of urban areas

The official cooperation between the Hungarian and the Belarusian geography began to be outlined in a sunny afternoon of June 2010 in the Minsk building of the Geographic Faculty of the Belarusian State University, four years ago. Then we reviewed the potential frames of cooperation with Professor Ekaterina Antipova. It was supported by the academican Károly Kocsis, member of the Hungarian Academy of Sciences, director of the Geographical Research Institute, and we could also win the support of the dean Ivan Pirozhnik and the academician Vladimir Loginov from the Belarusian State University and the National Academy of Sciences of Belarus, respectively. This informal cooperation became official in the autumn of 2010 in the frame of the Academic Mobility Agreement Project between the Hungarian and the Belarusian academies of sciences. Since then several publications have appeared about Hungary and Belarus in the geographic journals of both countries, however, this is the first, long awaited, significant common publication. Besides the project-based co-operations like e. g. the EastMig (www.eastmig.mtafki.hu) and the ReSEP-CEE (www.mtafki.hu/ReSEP_CEE_Be.html) supported by the Visegrad Fund, a vivid student exchange program was also launched from the autumn of 2010 between the Geographic Research Institute of the Hungarian Academy of Sciences, and the Geographic Faculty of the Belarusian State University with the scholarship program of the Visegrad Fund. Later the Department of Economic Geography of the Corvinus University of Budapest, headed by István Tózsa became also an active partner of the cooperation. The publishing expenses of this book are also fully financed by the Department of Economic Geography.

Are you ready for a tender project? – Analysis of organisational project management maturity in the Austrian-Hungarian border region

Are you ready for a tender project? – Analysis of organisational project management maturity in the Austrian- Hungarian border region. Since the 1990s the European Union has paid more and more attention to subsidising cross-border development. It is understandable that different funding from proposal sources is particularly important for the border area, especially to those of utmost importance that support co-operation and rural development. Therefore, they could become a driving force for development. The authors’ research analyses the organisational project management maturity of the projects implemented in the frame of the Austria-Hungary Cross-border Cooperation Programme 2007-2013 (AT-HU). Analysing this kind of organisation is an important issue, since the new call for proposals are open in 2016 and the results of this study may provide a self-evaluation opportunity to organisations that need to know if they are ready or mature enough for a new tender project. The aim of this study was twofold. First of all, those indicators that could be used to analyse the project management maturity of implementing organisations in the AT-HU programme were identified. Based on the empirical research these are the project experience accumulated by the organisation, the internal processes operating at the institution and the professional background. Secondly, factors that can affect this project management maturity were explored and we determined five influencing area: the organisational structure, culture, project managers motivation and the typical and important competences.