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• The timing of the EMU accession

  45-62

  Laszlo Jankovics

  Views:

  220

  Following the Eu-accession the next major challenge is the preparation for and finally the introduction of the single currency for the Central Eastern European countries. In this paper, I analyze the legal, economic and political factors regarding the preparedness of the whole region, with special emphasis on Hungary. After taking the pros and cons of the official "as soon as possible" strategy into consideration, we can conclude that there is no convincing case for further postponing eurozone entry. Additionally, putting off the date indefinitely or ambiguously could result in growing economic uncertainty and dangerous financial instability. In the case of Hungary, it is very likely that the country would suffer serious loss of reputation and credibility were it to put off the target date a second time, i.e. beyond 2010. Lack of strong political commitment could unfortunately easily lead to a postponement of the adaption of the single currency. The potential implication might well be debated, but no doubt would be serious in terms of reputation and economic development.

  Journal of Economic Literature (JEL) classification: E42, E58, F33 

• Challenges ahead for the European Union

  7-12

  Alexandre Lamfalussy

  Views:

  98

  It is a mild understatement that nowadays the EU is navigating in rough waters. Close to half of the member countries of the Euro area are in breach of their fiscal stability commitment – and some of them very substantially. Quite a few heads of government publicly criticise the ECB’s monetary policy. Germany and France are determined to water down the Bolkenstein directive on the implementation of a genuine single market for services (which amount to about two-thirds of the EU’s GDP), to which, incidentally, no major objections had been raised by the governments of the member states during the drafting stage. There is no agreement on the longer term EU budget. Only Ireland, the UK and Sweden accept the free movement of the residents of the ten countries which became members of the EU in May last year.

• The role of dynamic relationship capabilities and loyalty in organisational relationships

  76-92

  Erzsebet Hetesi

  Marton Vilmanyi

  Views:

  234

  In this study we try to answer the question of how Hungarian organisations can be depicted in terms of relationship management in networked relationships, and how the nearly fouryear global economic crisis influences the perception of relationship capability and B2B loyalty in organisational relationships. First we review the theoretical background of dynamic relationship capabilities and B2B loyalty, then we show our empirical research results, and we try to identify the factors involved in relationship management and B2B loyalty. From our point of view relationship management has an effect on B2B loyalty, and we support the hypothesis that where relationship management is a conscious action, there are evolved procedures for this. These connected mechanisms have a positive impact on the evaluation of relationship quality and contribute to partners’ loyalty.

  Journal of Economic Literature (JEL) classification: M10, M14, M31, M39