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News
26/09/2018
Digitalisation and its influence on business model innovation

Increased digitalisation has influenced various business activities including business models of companies by enabling various new forms of cooperation between companies and leading to new product and service offerings, as well as new forms of company relationships with customers and employees. At the same time, this digitalisation has put pressure on companies to reflect on their current strategy and explore new business opportunities systematically and at early stages.

Findings of most recent published research show that, whilst digitalisation is generally considered to be important, the value proposition itself as also the position in the value network determine the perceived available options for business model innovation by digitalisation. Moreover, the organizational capacities and employee competences were identified as future challenges that will be faced.

Research has also revealed that representatives of the examined industries perceive both the pressures and opportunities of digitalisation regarding business model innovation; its application and exploitation, however, remain challenging.

To read the full-text article, please, click on the link below:

https://www.emeraldinsight.com/doi/pdfplus/10.1108/JMTM-01-2018-0020

News
19/06/2018
Organisational changes induced by corporate innovation initiatives in the Hungarian energy sector

We have found in our most recent research that successful coporate innovation initiatives in the Hungarian energy sector might need a new organisational context, often newly established organisations that support innovative culture, as well as organisations that offer a more dynamic structure and strategy.

We have published our results in the Budapest Management Review / Vezetéstudomány.

To read our full-text article, please, click on the link below:

http://unipub.lib.uni-corvinus.hu/3352/1/VT_2018n2p53.pdf

Event
18/04/2018
Digitalisation opportunities of corporate knowledge

Meet us at the CEEMAN / International Association for Management Development in Dynamic Societies conference focusing on Digitalization in Management Education and Development, on the 27th of April 2018, Budapest.

We are going to participate with a presentation that sums up our most recent research, entitled 'Digitalisation opportunities of corporate knowledge in order to increase innovation ambitions and operational efficiency'.

Please, find below the detailed programme, as well as the registration form:

http://lead4skills.ceeman.org/news/addressing-the-digital-challenge

Event
05/02/2018
Increasing Competitiveness by Digitalisation

Meet us at the European International Business Academy Workshop focusing on Competitiveness of Firms and Locations in the Digital Age on the 7th of March 2018, Budapest, Hungary. 

We are going to participate with a presentation that sums up our most recent research, entitled 'Increasing Competitiveness by Digitalisation'.

For more information about the participation, please, contact the European International Business Academy:

http://www.eiba.org

News
15/08/2017
How to Help Employees to Create Knowledge

Many leaders see organizational learning simply as sharing existing knowledge. This isn’t surprising given that this is the primary focus of educational institutions, training programs, and leadership development courses. It’s the “sage on the stage” model, in which an expert shares what they know with those who are assumed not to know it. These “best practices” are presumed to work in a variety of different contexts and situations.
Without diminishing the value of knowledge sharing, recent research would suggest that the most valuable form of learning today is actually creating new knowledge. Organizations are increasingly being confronted with new and unexpected situations that go beyond the textbooks and operating manuals and require leaders to improvise on the spot, coming up with new approaches that haven’t been tried before. In the process, they develop new knowledge about what works and what doesn’t work in specific situations. The old, “scalable efficiency” approach to knowledge needs to be replaced with a new, more nimble kind of “scalable learning.” To foster the latter, managers should understand five essential distinctions:

  • Explicit versus tacit knowledge
  • Individuals versus workgroups and networks
  • Learning versus performance improvement
  • Learning versus unlearning
  • Skills versus capabilities

For more information, please, read following article in Harvard Business Review:
http://bit.ly/2v13qpT

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