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• POTENTIAL USES OF BLOCKCHAINS IN HUMAN RESOURCES

  Peter Nagy

  Views:

  320

  Blockchain technology offers businesses many opportunities for more efficient operation and safer data management. It also becomes easy tostore and share employee data, while the blockchain guarantees that it does not fall into unauthorized hands. The management of financial transactions and the automation of the payment process are also a great advantage for businesses, which can manage the payment of wages andbenefits more efficiently. Another area of application of blockchain technology is the creation of more efficient workflows that can improve productivity and reduce costs. The management of work schedules and optimized work processes will also be easier with the help of the blockchain, so businesses can become more efficient and effective. In this article, the relationship between HR and blockchains was explored through a meta-analysis based on available related publications.

• DECODING THE BLOCKCHAIN PRODUCTIVITY PARADOX IN SMES: A QUALITATIVE INVESTIGATION OF COGNITIVE BARRIERS AND INSTITUTIONAL PRESSURES

  Péter Nagy

  Views:

  45

  While blockchain technology (BCT) has emerged as a disruptive force capable of redefining trust and transparency in global supply chains, its adoption among Small and Medium-sized Enterprises (SMEs) remains critically low, resulting in a severe digital productivity paradox. Existing literature predominantly attributes this technological lag to financial constraints and complex technical requirements. This study challenges the traditional cost-centric paradigm by exploring the underlying cognitive, organizational, and institutional factors driving SME decision-making. Utilizing a qualitative, exploratory research design, 22 semi-structured in-depth interviews were conducted with strategic decision-makers across five SME sectors in Hungary. The theoretical framework synthesized the Technology Acceptance Model (TAM), the Unified Theory of Acceptance and Use of Technology (UTAUT), and Institutional Theory. An innovative "negative proof" thought experiment—assuming 100% external funding—was applied to rigorously isolate cognitive barriers from financial constraints. The findings reveal that the primary barrier to adoption is a fundamental cognitive gap: the lack of technological awareness, profound fears regarding transparency (e.g., GDPR conflicts, trade secrets), and exceptionally low perceived business usefulness. Furthermore, SME innovation strategies regarding decentralized networks are structurally reactive. Adoption intentions are almost exclusively driven by coercive institutional isomorphism—specifically, the mandates of dominant multinational partners and regulatory compliance—rather than internal innovativeness. These insights emphasize that BCT must be treated as a socio-technical system, necessitating proactive mentoring from large corporate integrators and targeted regulatory frameworks to bridge the technological divide.

• THE ROLE AND IMPACT OF DIGITAL TRANSFORMATION ON THE DEVELOPMENT OF SMALL AND MEDIUM-SIZED ENTERPRISES IN HAJDÚ-BIHAR COUNTY

  Mihály Bogdán

  Péter Popovics

  Views:

  388

  In our survey-based research, assessed the opinions of 39 small and medium-sized enterprise (SME) leaders in Hajdú-Bihar County on digitalization, how they evaluate their employees' digital skills, what digital best practices they apply, and how familiar they are with current trends in digital best practices. In the literature review, we touch on the concepts and significance of digitalization and digital transformation, the characteristics and types of best practices, benchmarking as a tool for identifying them, and the steps involved in their implementation. We introduced five currently popular digital best practices: optical character recognition, homomorphic encryption, robotic process automation, intelligent process automation, and blockchain technology. The advantages and impact of these practices on corporate efficiency are highlighted. Based on the results, we reached the following conclusions:
  The findings show that most Hungarian companies view digitalization as an opportunity, but there are deficiencies in strategic planning and commitment. Although leaders theoretically support technological progress, 93% of companies do not have a developed digital strategy, and leaders also rate employee engagement as low. The resources allocated for digitalization investments are also low, with most companies spending only between 0-10 million HUF. The application of artificial intelligence (AI) technologies is still in its early stages, though there are positive examples. Dissatisfaction is evident regarding employees' digital competencies, particularly in problem-solving and data security. The lack of knowledge of modern digital technologies also hinders innovation. Companies' digital maturity is low, with most having only taken initial steps in this area. Often, the perceived digital intensity of the industry does not reflect reality, which can hinder development.