Attitude of Hungarian companies towards challenges created by EU accession

Abstract

Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in EconStor may be saved and copied for your personal and scholarly purposes. You are not to copy documents for public or commercial purposes, to exhibit the documents publicly, to make them publicly available on the internet, or to distribute or otherwise use the documents in public. If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence.

Main characteristics of nowadays’ global value chains and their relevance to the Hungarian automotive manufacturing industry

“…Privatization was applied by the Hungarian government and as a result foreign investors attained a significant role in the ownership structure of enterprises by the end of the century (Balaton, 2011). Economic conditions became similar to Western European countries and firms were able to compete with firms in developed markets (Balaton, 2005). In these years foreign investors also appeared from the automotive industry in Hungary.…”

“…CEE countries went through a systematic transformation process during the 1990s (Balaton, 2005). In the first half of the '90s relatively a large volume of FDI arrived in Hungary.…”

Adaptation and change in organizational learning research

“…Organizational adaptation and strategic behavior has long been the focus of international (Miles et al, 1978;Porter, 1993) and Hungarian (Antal-Mokos -Kovács, 1998;Antal-Mokos -Tóth, 2001;Hortoványi -Szabó;2006a,b;Szabó, 2008) strategic research communities. There are also several studies investigating the adaptation mechanisms and strategies of Hungarian companies during periods of environmental change, for example, during economic transformation (Balaton, 1999) the EU accession (Balaton, 2005) and the economic crisis (Balaton, 2011;Balaton -Csiba, 2012;Balaton -Gelei, 2013).…”

Kontextuális kettős képesség kialakulása középvállalatokban

“…A szervezeti alkalmazkodást általában külső változások generálják. Ezek a makro-, iparági-és versenykörnyezeti változások [Balaton, 1999], például az EU-csatlakozás [Balaton, 2005] vagy a gazdasági világválság [Balaton, 2011;Balaton & Csiba, 2012;Balaton & Gelei, 2013] komoly stratégiai magatartásváltozásokhoz vezet 2006b, c;Miles et al, 1978;Porter, 1993;Szabó, 2008]. Tushman és Romanelli [1985] alkotta meg a punctuated equilibrium (megszakításokkal teli egyensúly) elméletét, amely a szervezeti adaptáció irodalmának egyik központi elemévé vált.…”