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• The Conditions of and Requirements for the Formation of Clusters in Biotechnology

  118-131

  Dávid Domonkos

  Views:

  124

  In this article, with the help of the value chain model, I explain the functioning of biotech clusters. The “cluster” phrase was originally defined by Porter. In my opinion, the problem with Porter’s and other classical definitions of a cluster is that they are static, whereas the main feature of clusters’ is actually their dynamic nature. This is the reason why the following should also be included in the definition:
  – clusters emerge in a turbulent way: processes cannot be foreseen due to the lack of linearity.
  – a cluster, however, is a kind of an arena, because dense and changing vertical input-output relations and connections between horizontal organizations always generate a sort of a need for change.
  – clusters cause changes in the innovation policy, as they support the evolution of a policy which is appropriate for cluster formation. That is, they act as catalysts for the formation of better conditions.
  Accordingly, Porter’s original definition needs modification.

  JEL classification: O32, L25, L65, D80

• White collar outsourcing: phenomena of offshore outsourcing

  41-60

  Gyorgy Bogel

  Views:

  192

  Offshoring is the migration of part or all of the value chain to a low-cost location many times far from the home country. The development of information technology and telecommunications makes it possible and pressure on costs make it a must for many corporations and other institutions in the developed world. The present transfer of white-collar jobs and processes is an important trend of the infocom innovation wave. Developing countries have started to compete for outsourced jobs and business processes, business models of offshoring develop fast. It is not easy to predict all potential consequences but there will be winners and losers of this structural change.

• The emergence of digital transformation in the automotive industry - Industry 4.0 in Hungary

  3-28

  Nikoletta Tóth-Kaszás

  Ildiko Ernszt

  Erzsebet Peter

  Balint Mihalics

  Views:

  482

  It is no exaggeration to say that the digital transformation can be seen as both a paradigm shifts and a real technological revolution (Perez, 2010, Mergel, et al., 2019). In order to get to know the preparedness of the Hungarian automotive industry players in the topic, we conducted an empirical research in October - December 2020. The main goal was to determine the level of automotive actors in the digital transformation process. Company leaders were primarily asked about their progress in the digital transition process, its opportunities and challenges, organizational culture, and potential human resource management responses. This study focuses on the digital transition concentrating on the following dimensions: strategy and leadership, human resources, business processes, supply chain, manufacturing, products and services. Based on the results, we classified the examined Hungarian automotive industry actors into clusters.