A marketingmix-szel kapcsolatos képességek hatása az exportáló közép- és nagyvállalatok versenyképességére

Stocker, Miklós; Pábli, Bianka

doi:10.14267/veztud.2023.03.01

Cited by 2 publications

(17 citation statements)

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“…And the science-based justification for domestic competitiveness research (Szerb, 2010;Szerb, 2017;Szerb & Hornyák, 2016;Rideg, 2017;Chikán & Czakó, 2006Chikán, Czakó, Demeter & Losonci, 2019) and international competitiveness research on firms (Stocker & Várkonyi, 2022;Lazíková et al, 2018;Horváth & Laufente, 2020;Dvoulety & Blazková, 2021). To this day, the primary driving force behind the functioning of capitalism is success: the strategy of competitive advantage and its implementation (Mészáros, 2020).…”

Section: Relevance Of the Topicmentioning

confidence: 99%

“…The assumption that internationalisation is a key pillar of competitiveness, or companies with an international presence tend to be more competitive, is repeated in research Varga, 2017;Stocker & Várkonyi, 2022).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…The competitiveness of firms is the ability to consistently and profitably produce products and services that satisfy customers' needs in an open market in terms of price and quality (Lengyel, 2003). There is a growing body of academic articles on firm competitiveness in the domestic literature (Lengyel, 2003;Török, 2003;Csath, 2006;Chikán & Czakó, 2007;Hágen & Holló, 2017;Némethné Gál 2009Rideg, 2017;Szerb, 2010;Sápiné Dudák, 2016;Varga, 2019;Stocker & Várkonyi, 2022). Firm-level competitiveness is strongly linked to the concept of competitive advantage.…”

Section: Smesmentioning

confidence: 99%

“…Research on competitiveness and internationalisation (Porter, 1990(Porter, , 2008Oviatt, 1994, 1996;Antalóczy & Sass, 2011;Dabic et al, 2020;Falahat, Ramayah, Soto-Acosta & Lee, 2020;Stocker & Várkonyi, 2022) of companies is a critical academic field. Even a keyword search on Scopus gives hundreds of thousands of results.…”

Section: Introductionmentioning

confidence: 99%

“…Hungarian competitiveness studies (Szerb, 2010(Szerb, , 2017Szerb & Hornyák, 2016;Rideg, 2017;Stocker & Várkonyi, 2022;Chikán & Czakó, 2006Chikán, Czakó, Demeter & Losonci, 2019) also periodically examine the competitiveness of the domestic corporate sector, with internationalisation, innovation and management capabilities being key factors. There is limited knowledge about the internal factors, strategies, processes, or even problems of SMEs (Szerb, 2010), and often, internal capabilities contribute more to competitiveness (Rideg, 2017), management plays a vital role in the success of innovative firms (Ónodi & Répáczki, 2022), the manager has a specific role in the success of a firm (Szanyi-Gyenes &Almási, 2021), while digitalisation leads to more competitive firms ).…”

Section: Introductionmentioning

confidence: 99%

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Analysis of the Competitiveness of Hungarian Companies from the Perspective of Internationalisation

Szanyi-Gyenes

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Research on competitiveness and internationalisation of companies is a critical academic field. There are infinite numbers of studies which investigate how to improve SME competitiveness, the impact of SME internationalisation on innovation, SMEs international performance, or the digital transformation of SMEs. Innovation is decisive for market competitiveness and efficiency and some research show that European SME innovations can rarely be seen as pioneering or groundbreaking. My research focuses of domestic small and medium-sized enterprises. In some research, recurring success factors can be identified (Berényi & Deutsch, 2021). In my early research, I investigated the importance of the SME sector (Szanyi-Gyenes, Mudri & Bakosné Böröcz, 2015; Szanyi-Gyenes, 2019), factors of a successful international growth of a small company (Szanyi-Gyenes, 2017), later on the management and the management’s attitude in the company’s success (Szanyi-Gyenes & Almási, 2021), future competitiveness aspects of domestic companies from the internationalisation perspective (Marciniak et al., 2022), the digitalization factors of domestic companies from the internationalisation and competitiveness perspective (Szanyi-Gyenes & Almási, 2023) and the effects of internal barriers of domestic companies on competitiveness. The research model describe how the competitiveness, the internationalisation dimension, and the role of the company’s manager are linked. The role of leadership is crucial to success, the reason is that strategic orientation, recognition of growth options, resource management, creating a mission-friendly organisational structure are all leadership capacities in the SME sector. Results has shown that managers and employees of enterprises have a diverse perception and evaluation of the performance of their enterprise, and that the concept of success is more complex and contains elements based on perceptions. The manager’s attitude towards success significantly determines the strategic orientation of the enterprise, the attention and resources devoted to specific areas of operation. Examining companies operating in the international market and those operating only in the domestic market, companies present on the international market showed better scores in all the dimensions examined. They are characterised by continuous strategic renewal, a strategy broken down to the individual level, the use of technological innovation and openness to innovation. The leadership style is also supportive of strategic objectives and the 2 transformational leadership style is more typical. These companies are constantly seeking to maintain a competitive edge through new strategic initiatives, have a more individualised strategic plan, have a well-defined and known decision-making process, incorporate available information into the decision-making process, have responded more effectively to unexpected environmental challenges in times of pandemics, are more attentive to the use of digital technologies and perform better in terms of workflow efficiency. The results show that technological changes, including the challenges of digitalization, are more challenging for larger companies and have the least impact on companies after the early period. Companies should be more open to innovation and digitalization, to develop employees’ skills and suggest management support and risk taking. Companies that are also present in the international market perceive the impact of technology, including digitalization, as stronger and pay more attention to the use of digital technologies, compared to domestic companies that perceive the impact of technological change as less of a challenge. These companies perform better in improving work process efficiency, identifying new practices and allocating resources accordingly. Digitalization can become a key to the future success of a company if managers change their management style and decision-making mechanisms. Finally, focusing on barriers to competitiveness shows, that inhibiting factor is clearly linked to internationalisation too. Firms also present on the international market are likely to have the necessary specialised expertise, such as sales knowledge, and thus perceive expertise as less relevant as a barrier. To be more competitive, it is recommended to look for strategic opportunities where companies can be involved in international processes, thus making the organisation more open to innovation, new opportunities can bring more effective operation, employees will be more motivated, thus reducing the impact of inhibiting factors.

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Section: Relevance Of the Topicmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Smesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Analysis of the Competitiveness of Hungarian Companies from the Perspective of Internationalisation

Szanyi-Gyenes

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A professzionalizáció szerepe a hazai közepes méretű családi vállalatok versenyképességében

Kárpáti,

Ferincz

2024

Veztud

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Jelen tanulmány célja a professzionalizáció szerepének vizsgálata a hazai közepes méretű családi és nem-családi vállalatok versenyképességében. Számos hazai tanulmány foglalkozott már a kis- és közepes méretű vállalkozások versenyképességével, ám kevés tett közülük különbséget családi és nem-családi között. A szerzők kutatása a családi vállalatok professzionalizációjára és az erőforrás-alapú elméletre épít, feltárva a családi és nem-családi cégek különböző erőforrás- és képességkombinációit, valamint eltérő típusú stratégiájukat a versenyképességüket tekintve. A Budapesti Corvinus Egyetem Versenyképesség Kutatóközpont adatbázisán azonosították a családi vállalatok professzionalizációjával kapcsolatos változókat, amelyeken főkomponens majd klaszterelemzést végeztek. A kapott eredményeket összevetették a Vállalati Versenyképességi Index-szel. Az eredmények azt mutatják, hogy a családi cégek a kapcsolatépítésre, tudásmenedzsment és innovációs képességeikre, míg a nem-családi versenytársaik a működési kiválóságra és vezetői képességeikre koncentrálnak. Jelen mintában a nem-családi cégek értek el magasabb professzionalizációs szintet és versenyképességi értéket, ám ez nem jelenti azt, hogy a családi tulajdonban lévők ne lehetnének versenyképesek.

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A marketingmix-szel kapcsolatos képességek hatása az exportáló közép- és nagyvállalatok versenyképességére

Cited by 2 publications

References 40 publications

Analysis of the Competitiveness of Hungarian Companies from the Perspective of Internationalisation

Analysis of the Competitiveness of Hungarian Companies from the Perspective of Internationalisation

A professzionalizáció szerepe a hazai közepes méretű családi vállalatok versenyképességében

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