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This paper deals with the relatedness of digital transformation, customer relationships and servitization in the context of contract manufacturing in Hungary. From an interactive point of view, this paper discusses digital transformation in inter-organizational relationships as an evolutionary process between contract manufacturers and their customers. A qualitative, case-study method was used for a single case. Components of the digital transformation process reflected the seller’s ability to solve problems and fulfil the customers’ needs. The two groups of strategic drivers are the purpose of fulfilling customer expectations and the efforts to increase efficiency. Customer expectations contribute, not only to the problem-solving ability, but also to decrease the uncertainty of the contract manufacturer. Efforts to increase efficiency contribute to fulfilment ability and decrease uncertainty of the contract manufacturer. [ABSTRACT FROM AUTHOR]

Copyright of Marketing & Menedzsment is the property of University of Pecs and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Based on a systematic review of the international literature, this paper investigates how the digitalization of information processes shapes the role of controllers in supporting decision-making. Drivers of this transformation include the increased amount of data and the diffusion of advanced data analytics techniques. At the same time, the available ‘new types’ of decision-relevant data are no longer primarily financial and accounting in nature, so other professional groups have entered the field of decision-supporting data analytics. These changes rightly raise the question of what added value controllers create in managerial decision support. Based on our synthesis, we argue that controllers as become marginal in data analytics, their importance increases in the areas of interpreting results, sense-making and trust building. Advances in data analytics lead to jurisdictional problems, and the cooperation not only with other professional groups but with the technology itself raises new questions. [ABSTRACT FROM AUTHOR]

Copyright of Information Society / Információs Társadalom (InfTars) is the property of Infonia and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Tourism & Rural Development Studies / Turisztikai és Vidékfejlesztési Tanulmányok is the property of CampInvest Kft. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The fourth industrial revolution has transformed the borderlines between traditional business sectors and relations to market entities. Recent technological innovations in the health care markets will result in the transformation of prevention, diagnosis and therapy. But this sector’s influence reaches beyond simply curing patients and into other sectors, including professional training, research and development. This requires the efficient utilization of resources, coordination of actions by corporate and government sectors. The goal of this research, therefore, is to analyse effects of the fourth industrial revolution on the health care sector and to define the effect of digitalization and ageing on the governmental sector. This paper identifies new methods for governmental coordination of healthcare functions. After the literature review, changes of government’s responsibilities in the health care sector are analysed and validated by interviews. Ultimately, this paper reveals that a successful transformation requires not only financial incentives, but also the reform of regulation and active governmental coordination. [ABSTRACT FROM AUTHOR]

Based on the 2019 Corvinus University of Budapest competitiveness survey, this paper examines the digitalization capabilities of Hungarian companies. The theoretical background defines the concepts of digitalization and digital transformation, covering the role of technology and strategy in digital transformation. The analysis groups the sampled companies into five clusters based on the leadership preparedness, awareness and planning, skills and resources, and openness and responsiveness factors of digitalization readiness. The paper presents the IT background and goals of the companies that drive the digitalization, also pointing out the differences between clusters. It compares five digitalization areas across clusters: digitalization in managerial decisions, supplier relationships, production and service delivery, customer relationships, and products and services. Based on analysis of the digitalization readiness and digital initiatives of the clusters, the study concludes that digital capabilities are evolving in parallel with digitalization projects. [ABSTRACT FROM AUTHOR]

Copyright of International Journal of Engineering & Management Sciences (2498-700X) / Műszaki és Menedzsment Tudományi Közlemények is the property of University of Debrecen and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Pro Futuro is the property of University of Debrecen and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Multidiszciplináris Kihívások, Sokszínű Válaszok is the property of Budapest Business School / Budapesti Gazdasagi Egyetem and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Organizations are facing crucial modifications as global market and conditions change day after day. To keep up with fast changing realities, it’s important to apply innovation decisions to the current stage of organizations. Lean management consolidates tools and techniques to revert from traditional way of operating to the new human oriented one. In the carried-out research its outlined, human resources management plays a big role in spreading and supporting lean initiatives. It was suggested that, Lean and Human resources management are compatible and should work together to obtain sustainable success by implementation of an innovation approach such as Lean. Both lean management and human resource management focus on the same goals with different methods in terms of control of businesses. All positivist approaches and practices are included in these approaches and practices, which are developed with a focus on the interests of the community, in order for the process to be concluded positively. The employee-centred management approach of human resources management is crucial to lead and maintain good environment in the teams. For this reason, in the lean management philosophy, it is aware that the corporate structure has responsibilities in terms of training the employees, eliminating their problems and supporting them in struggling with the responsibilities they undertake. This paper is quantitative, online survey has been conducted with employees of a private company in Azerbaijan and results were analysed in statistical analysis software SPSS and relevant suggestions and recommendation were given for reorganization to enable lean friendly environment on a sample of the given company.