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

  76-92

  Erzsebet Hetesi

  Marton Vilmanyi

  Views:

  259

  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

• Emigration or staying at home? The role of loyalty in migration decisions

  3-21.

  József Golovics

  Views:

  139

  This paper investigates the reason behind the modest level of international migration in the presence of vast development disparities and low mobility costs. It is argued that this can be explained by the psychic aspects of migration. In the applied approach, psychic costs are not included in mobility costs; instead, they arise from the interconnectedness of people and their altruist attitudes. The study claims that this kind of psychic connection, defined as loyalty, may play a more important role in migration decisions.

  Journal of Economic Literature (JEL) codes: D01, D03, F22

• Role of the organizational factors in the success of Hungarian SMEs

  108-125

  Aniko Almasi

  Views:

  749

  This paper analyses the success of the Hungarian SME sector from the aspect of competitiveness, innovation, organizational background and the role of the leader/owner. The author summarizes the organizational innovation specialties of the SMEs based on four empirical researches and own case-study. The conclusion is the organizational innovation characteristically fades into the background of SME operation, development purposes and strategy. The role of the firm owner-leader is essential in these topics. Meanwhile the inflexibility of the organization, loyalty of the employees, labor market disadvantages, the knowledge level and competency of the human resources, its effect on the efficiency are often limit the expansion. These factors have significant influence on the success and competitiveness of the company. Therefore, the paper analyses the organizational innovation and background according to the company success, and the leader-based decision-making procedures, and processes, and evaluates the results of secondary research based on these. The novelty of the empirical research method is the search for GAPs between the leader and the organization and their correlation with success and attitude towards innovation.

  Journal of Economic Literature (JEL) codes: M14