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Analysis the advanced ICT usage of the Hungarian SME sector for preparing a domestic agri-food research
147-153Views:387In the Hungarian agro-food sector SMEs have a key role but regarding the tendency of the performance of SME sector, comparing to EU-28 average, the performance of Hungarian SME sector has gradually worsened between 2008 and 2015 while the EU average has an increasing trend. ICT can help enterprises and this article is an overview of the ICT situation of Hungarian SMEs. It is important to analyse in detail the ICT usage characteristics of agro SMEs in the food supply chain because these ICT devices, tools and services are crucial to smooth the information flow within the chain. For all these reasons our work aims to find out how Hungarian agro-food SMEs use ICT and how ICT adoption affect their business procedures, performance and development. A striking observation to emerge from the data comparison is the difference among SMEs and large enterprises regarding the usage of the different basic and advanced ICT solutions. A much bigger percent of large companies use advanced ICT then SMEs and mainly small enterprises are lagging behind as the attitudes of medium sized enterprises are rather similar to the large ones. In Hungary small enterprises in agro-food industry are in difficult financial state and for them free Cloud Computing services can offer good opportunities as they do not have initial costs. ICT adoption is very important to them as ICT sector is a dynamically growing sector and if customers and partners of an enterprise adapt faster to these technological innovations, it may have a negative effect on the different processes, performance and financial results of the organisation. In this article our aim was to determine the main question groups for our questionnaire which focus mainly on ICT solutions supporting the quality of communication and relationship between partners. As the basic IT tools are available in the major part even in the SMEs besides large companies, the two main issues will be the usage of advanced online services and the usage of high quality ICT solutions.
JEL Code: M15
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Supply chain management practices for SMEs
89-96Views:602In today’s globalized business environment small and medium sized enterprises (SMEs) face many challenges. In order of their survival SMEs need to produce more, at a lower cost, in less time, and with a few defects. They form the most significant group of manufacturing firms and give supports to large companies in many supply chains. In addition, SMEs contribute greatly to entrepreneurship, gross domestic product (GDP) and employment. Despite the fact that micro, small and medium sized enterprises have very important role in business networks, they still have many problems with using supply chain management (SCM) practices. In this research my purpose was to find the best SCM practices as a strategic method to improve SMEs’ performance. First, I give information in general about SCM and the SMEs, then highlight main characteristics of small firms compared to large ones and the reasons why it is essential and efficient to use SCM practices. The article is based on secondary data, using several analysis, surveys, books, journals and my personal experiences collected in this sector. I conclude the research by summarizing my recommendations in connection with SCM practices, the opportunities and barriers.
JEL code: M11
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Use of methods and tools for an effective small and medium-sized enterprise in Szabolcs-Szatmár-Bereg county in Hungary
Views:494Small and medium-sized enterprises form the engine of the Hungarian economy, both in terms of their number and their employment rate. Therefore, the efficient operation of this sector is in the interest of many economic actors. However, experience shows that today's SME sector still needs to develop in many ways to become efficient. This study aimed to analyze whether SMEs use the necessary methods and tools to be efficient. Planning and the development of strategy are very important methods and tools for efficient and organized work, as it defines and clarifies the direction taken by an enterprise. However, the survey and the in-depth interview showed that they are not necessarily considered important for the participating SME leaders. According to the interview, one of the reasons is that SME leaders have a better understanding of everyday tasks and their implementation than the managers of large companies. Furthermore, in most cases, the SME leader is personally involved in everyday work. This provides the advantage of having the opportunity to fully understand the enterprise, thus managing, and developing it more effectively, as he or she can intervene more flexibly, faster, and more accurately if necessary. However, due to the small size of the organization, the manager also must perform the tasks of several functions (marketing, management, finance, etc.), which require multidisciplinary knowledge and skill. In SMEs, due to their specificities, it is difficult to apply best practices in large enterprises in both management and various functions.
JEL code: M21
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Motivation solutions for small and medium-sized enterprises in the Southern Transdanubian Region
39-46Views:449The singularity of human resources and the complex interests in the world of work are a constant challenge for business executives and HR colleagues. While the difference between the performance of a motivated and an unmotivated employee can be up to twice as much at almost the same cost level, the motivation strategy is typically either absent from the business life, or operates on a reactive concept based on an unconscious design. Although the mere presence of motivation and its various levels are less quantifiable in exact terms with direct tools, a performance which is much weaker than possible is measurable in the short and long term, and its negative economic results are clear. The aim of the research is to examine the motivational practices of small and medium-sized enterprises (SMEs) operating in the Southern Transdanubian Region. Involving 300 businesses we evaluated the applied wage system, the role of money among the motivational tools, the extent and causes of fluctuation, the system of employee training, the way of performance evaluation, the reasons for underperformance, the importance of motivation, the company motivation strategy and the efforts to retain the key people. The employee motivation can be increase in several forms, but the priority of needs and claims is constantly changing. Updating this motivational matrix is a real leadership challenge, but this effort can pay off multiple times. According to the results it can be stated that the motivation strategy – as a key economic issue – is not given sufficient attention in business practices.
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DECODING THE BLOCKCHAIN PRODUCTIVITY PARADOX IN SMES: A QUALITATIVE INVESTIGATION OF COGNITIVE BARRIERS AND INSTITUTIONAL PRESSURES
Views:0While 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.
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