A magyar vállalatok nemzetközivé válása = Internationalization of Hungarian Companies

A magyar vállalatok nemzetközivé válása kutatási alprojekt a hazai vállalatok nemzetközivé válásának tényeit, kiváltó tényezőit, valamint annak sikertényezőit kutatta. A kutatás keretében elkészült három műhelytanulmány eltérő nézőpontból és különböző módszerekkel vizsgálta a témát. A vezetői összefoglaló a tanulmányok módszereit és fő eredményeit foglalja össze. _______ Subproject of Internationalization of Hungarian Companies focused on the motivating factors, facts and key success factor of the process of becoming international. Three working papers were published in the present phase of the research program reviewing the subject from different aspects and with different methods. The present management summary summarizes the methods and main findings of the three working papers.

Education 2.0: Exploring the challenges of Corvinus University in the long tail economy of global higher education

Our basic storyline is how the business and economics higher education landscape has changed with the introduction of the Bologna programs. We borrowed the fashionable long tail concept from e-business, and used it for modeling the new landscape of internationalization of universities. Internationalization, mobility, and the appearance of the internet generation at the gates of our universities in our opinion has brought us to a new e-era which, appropriately to our web analogies we might as well call Education 2.0.In our paper first we show the characteristics of the long tail model of the Bologna-based European higher education and potential messages for strategy making in this environment. We illustrate that benchmarking university strategies situated in the head of the long tail model will not always provide strategic guidance for universities sitting in the tail. For underlining some key concerns in the Hungarian niche, we used Corvinus University as a case study to illustrate some untapped challenges of the Hungarian Bologna reform. We explored three areas which are crucial elements of the “tail” strategy in our opinion: a) the influence of state regulation, b) social situations and impacts and c) internal university capabilities.