Evaluation of corporate environmental management approaches: A framework and application

This article proposes a framework to evaluate corporate environmental strategies. In the proposed framework, a company's environmental risks are analyzed on two dimensions, One dimension, the endogenous environmental risks, arises from the internal operations of the company. The other dimension, the exogenous environmental risks, are determined by the company's external world: its location, its ecological setting, and the demographic characteristics of the physical environment in which it operates. Four environmental management approaches are defined as a function of endogenous and exogenous environmental risks: reactive, proactive, strategic, and crisis preventive. The framework was applied in a survey of 141 company representatives in Hungary. A relationship was sought between the a priori defined environmental management approaches based on technology and location and the companies' environmental management characteristics defined by senior managers. Variables that differentiated among the four environmental management approaches were identified and ranked. The study concludes that there is a relatively well-defined relationship between the environmental risks of companies and the nature of their environmental management approaches, Implementing a strategic environmental management approach may not be the best option for all companies - although there is a growing pressure to do so.

A jövő intelligens technológiai és menedzsmentkérdései-avagy semmilyen szél nem jó annak, aki nem tudja milyen kikötőbe tart (Managerial questions of the future intelligent technologies, or there is no good wind for those who do not know which port they want to sail)

Az elmúlt évtizedek felgyorsult technológiai fejlődése komoly kihívásokat jelent mind a cégeknek, mind az egyéneknek. Intézményesített „jövőkezelésre” és ennek menedzselésére van szükség. A szerzők tanulmányukban át kívánják tekinteni a jövőkutatás, a technológiamenedzsment, az innovációmenedzsment és egyéb megközelítések releváns alapjait, viszonyait és lehetséges integrációjukat. Be kívánják mutatni a meghatározó területeket és trendeket. Keresik azokat a menedzsment-alapkérdéseket, tanulságokat és dilemmákat, amelyek minden olyan vállalatnak érdekesek és hasznosak lehetnek, amelyek a fejlődő technológia lehetőségeit szeretnék kiaknázni, vagy csak egyszerűen szeretnének a követhetetlenül gyors fejlődésben talpon maradni. _____________ The fast pace technology development creates a serious challenge both for individuals and for companies. There is a concept which attempts to handle this challenge by “institutional future management”. In their paper the authors survey the relevant concepts of future studies, technology management and other areas, and explore their connections and integration possibilities. They also would like to introduce some key technology trends, and at the same time some basic managerial questions, dilemmas, conclusions which might have importance to those corporations which have to survive in an environment determined by accelerated technology based innovation.

Gondolatok az innováció és a stratégia összefüggéseiről (Remarks for correlations between innovation and strategy)

Mára az innováció a versenyelőny megszerzésének és megőrzésének legfőbb forrása, ezért az innovációs tevékenységet övező menedzselési feladatok egyre komplexebbek és sokrétűbbek lettek. Az innováció nem csupán a véletlen eredménye, ezért ha a vállalat érdemi erőfeszítéseket tesz az innovációvezérelt szervezet kialakítása érdekében, akkor vélhetőleg sikeresebben veszi a versenypiaci akadályokat, ami hosszú távon eredményesebb vállalkozást eredményezhet. A cikk elsődleges célja, hogy rávilágítson az innováció és a stratégia kapcsolatára. A tanulmány rendszerező jelleggel tekinti át a nemzetközi és hazai szakirodalmat, annak érdekében, hogy bemutassa az innováció stratégiai jelentőségét. A cikk eredményeként innovációs alapstratégiákat fogalmaz meg, amelyek segítenek megérteni az innováció vállalati értékteremtésben betöltött szerepét. A tanulmány továbbá rámutat azokra a fókuszterületekre, amelyek kiemelt relevanciával rendelkeznek az innováció menedzselése szempontjából. _____ Nowadays innovation is one of the most important sources of competitiveness, thus more and more attention turns on its execution. Innovation is not only the result of random development, it can be managed in order to make the entire innovation process more predictable and profitable. The aim of this article is to highlight the interconnections between innovation and strategy. The study systematizes the international and the domestic literature to get an overall picture about the current issues of innovation management. As a conclusion, the author tries to reveal the role of innovation in corporate value creation. Besides, he proposes further innovation strategies that can support a higher execution level in strategic innovation management.

What is the Future of Strategic Management?

The history of planning and creating strategies has a past of over half a century. Throughout this lifetime period we have witnessed both the evolution of theory and practice. The MBA study books in the last-third of the 20th century have with predilection exhibited this very process as a complex of monetary centered budget planning, forecast-based planning, strategic planning and strategic management. There might be a controversy existing about the naming, characteristics and timing of these different sections but there is an accordance that the changes that we have taken place in the last decade as a whole without a doubt can be derived from these very changes in the business environment or in some outstanding cases (like 9/11) they can be acknowledged as the ability of corporate foreseeing and the ability to adapt to the vision of the future. The main purposes of the research is to provide a summarized picture about the changing process of this procedure during last decades as far as the planning and creating strategies are concerned and also their milestones and periods. Try to explore and systemize the very aspects of these changes. The happenings of the first decade of the new millennium are outstandingly interesting if we consider their real effect on the theory and practice of strategic management. Let us remember the euphoria around the year 2000, the predictions of „new technologies”, „new economy”, „new organization” and „new leadership”. We have implied before on the destruction of the twin towers of the World Trade Center which meant a new era, a new quality of international terrorism and its consequences (Afghanistan, Iraq). But the „product” of this decade is the strategic aim that companies focus on, which is the social responsibility regarding the unavoidance of the effects of climate change on the long run. During the research the big question has risen concerning how did the science of strategic management do as far as the predictions of the global monetary and economic crisis are concerned? And also its solutions this very science has to offer in order to handle and get over the crisis. Does it conclude from the answers given to the questions that a change in paradigms are necessary, a new quality is needed or may be we have come to a new crossroad of the development process that will take over strategic management? (...)