Dinamikus optimalizálás és a Leontief-modell (Dynamic optimization and the Leontief model)

A tanulmány a variációszámítás gazdasági alkalmazásaiból ismertet hármat. Mindhárom alkalmazás a Leontief-modellen alapszik. Az optimális pályák vizsgálata után arra keressük a választ, hogy az Euler–Lagrange-differenciálegyenlet rendszerrel kapott megoldások valóban optimális megoldásai-e a modelleknek. Arra a következtetésre jut a tanulmány, hogy csak pótlólagos közgazdasági feltételek bevezetésével határozhatók meg az optimális megoldások. Ugyanakkor a megfogalmazott feltételek segítségével az ismertetett modellek egy általánosabb keretbe illeszthetők. A tanulmány végső eredménye az, hogy mind a három modell optimális megoldása a Neumann-sugárnak felel meg. /===/ The study presents three economic applications of variation calculations. All three rely on the Leontief model. After examination of the optimal courses, an answer is sought to whether the solutions to the Euler–Lagrange differential equation system are really opti-mal solutions to the models. The study concludes that the optimal solutions can only be determined by introducing additional economic conditions. At the same time, the models presented can be fitted into a general framework with the help of the conditions outlined. The final conclusion of the study is that the optimal solution of all three models fits into the Neumann band.

Dynamic capabilities and strategic paradox: a case study

Today’s business leaders must constantly review and develop their firm’s abilities to adapt to and benefit from external changes. Dynamic capabilities are the capacity of an organization to purposefully create, extend or modify its resource base. They enable it to exploit business, technological and market opportunities and adapt to market changes, an ability more often observed in highly dynamic industries, such as consumer electronics or telecommunications. Using the case study method, this article identifies dynamic capabilities in traditional, less dynamic industries when faced with a sudden drop of revenue. Four distinct routines emerge, namely structure and practices enduring time-sensitive strategic decision-making by the tice, and a culture encouraging learning and coevolving. Seemingly strategic paradox objectives encourage the management team to question the status quo and, when managed well, transform the tensions between old and new into an ability to advance superior ideas faster.