Dematerializálódás az értékteremtésben (Demate value creation)

Napjainkra az értékteremtés tényezőiben hangsúlyeltolódás ment végbe a korábban túlnyomó részben tárgyalt tárgyiasult elemekről a tudásalapú, kézzel megfoghatatlan, immateriális elemek felé. Az értékteremtés forrását alkotó erőforrások dematerializálódása, azaz az immateriális erőforrások szerepének növekedése már az 1990-es évek második felétől ismertté vált a nemzetközi szakirodalomban, azonban az érték és az értékteremtési folyamat immateriális elemeiről csak a XXI. században kezdődött vita. A szerző vizsgálatának középpontjában az értékteremtés koncepciója és az ebben fellelhető immateriális elemek állnak, kihangsúlyozva a dematerializálódást. _____ Nowadays we can realize a shift in the focus of value creation from the formerly well discussed tangible factors to the knowledge-intensive, immaterial, intangible factors. The dematerialization of resources, which is the phenomena of growing importance of intangible resources, is known from the second half of 1990’s in the literature, but the discussion from the intangible elements of value creation began only in the beginning of the 21st century. The concept of value creation and its intangible elements are in the focus of the paper as the emphasis of dematerialization.

Knowledge and innovation as value drivers in professional services firms: an empirical research in Central and Eastern Europe

The purpose of this study was to investigate empirically the role of knowledge and innovation within Central and Eastern Europe’s changing economy. We applied qualitative research methods, and focused only on professional services firms within the region. The connection between knowledge and innovation as well as knowledge and competitiveness was analyzed by top managers and senior industry experts. Our findings revealed that knowledge might be a real value driver for professional services firms. These companies can significantly contribute to the development of modern economies through the dissemination of their internal best practices in knowledge management. We found three factors that might influence the effectiveness of knowledge management. These three factors are the involvement of international knowledge networks, the investments in human capital, and focus on critical resources. These issues proved to be essential to maximize the potential of knowledge and to leverage this into increased business performance.

A magyarországi vállalatok K+F és innovációs teljesítménye = Innovation performance of the Hungarian firms

A tanulmány ökonometriai módszerekkel vizsgálja a magyarországi közép- és nagyvállalatok innovációs tevékenységét az EU-csatlakozást közvetlenül megelőző években. Fő megállapításai közé tartozik, hogy a vállalatmérettel nő az innovációs aktivitás valószínűsége; a külföldi tulajdonú cégek meghatározó szerepet töltenek be a termék- és technológiamegújításban; exportunkban csekély az aránya a magas újdonságtartalmú, K+F igényes termékeknek. Az állami támogatás segítette a termék- és technológiai megújulást. A tanulmány a IX. Ipar és Vállalatgazdasági konferencián elhangzott előadás átdolgozott változata (Kiss, 2008). = Based on logit econometrics we explore the innovation activities of the Hungarian manufacturing firms between 2001-2003. Our results suggest that the large and the foreign owned firms are the most innovative, while the export-oriented firms are less innovative. Government subsidies of innovation help the introduction of new products and processes.

The impact of creative organizational climate on the innovation activity of medical devices manufacturing firms in Hungary

The purpose of this study was to empirically investigate the impact of creative organizational climate on the innovation activity of medical devices manufacturing firms in Hungary. We applied a combined qualitative and quantitative research model, focusing on two firm’s case studies that are active in the above mentioned sector and differ to a substantial degree in their innovation activities. The connection between innovative climate and innovation was analyzed by comparing their organizational climate and perceptions of organizational members of innovation activities. Our findings revealed that classical models of creative organizational climate explain only partially the differences, although on the level of individual perceptions of climate and innovativeness we can find some connections. We found one factor that differentiated the two firms in terms of organizational climate in the predicted direction: the amount, quality, sincerity and depth of debates going on in the organization. The level of challenge (high involvement, commitment and challenging goals) and the time devoted to think about new ideas and innovative solutions (idea time) turned out to be contrary to the expectations based on previous research – although these results are less significant statistically. The results trigger further research into the sources of competitiveness in the Hungarian medical devices manufacturing sector.