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The impact of digital transformation on the business model
69-79Views:350The aim of this study is to examine the characteristics of the digital economy and digital business models, summarising and contextualising the milestones, tools, conditions, socio-economic impacts and areas of the emergence and development of the digital economy. Due to the interdisciplinary nature of the digital economy and its wide range of interpretations, there are no universally accepted, precise definitions and taxonomies, and the subject is delimited by a number of definitions, due to the specificities of the discipline and the approaches taken by studies in particular sub-disciplines. The digital economy is the main driver of economic growth, changing lifestyles, transforming the economy and leading to profound consequences for businesses, jobs and people. The first wave of the emergence of the digital economy can be detected in the second half of the 20th century, when it was driven primarily by the new technology itself, mainly the internet, as a widely affordable and accessible factor driving exponential growth. The future digital economy could be based on a combination of IoT (Internet of Things) and AI (Artificial Intelligence). In a general sense, the digital transformation brought about by the digital economy can be defined as the modification or adaptation of existing business models, as a result of the dramatic transformation in consumer and societal behaviour, attitudes and ways of being, as well as the dynamic pace of technological development, modernisation and innovation. Other areas of the digital economy are new digital models (digital platforms, cloud services), automation, massive data collection, data processing, data analytics, algorithm-based decision making.
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The status and challenges of the digitalization of rural areas in Hungary
33-44Views:175The aim of this study is to explore the economic and social impacts of digitalization in rural areas of Hungary, with particular attention to the role of infrastructural development, digital skills, opportunities for the younger generation, and the adaptability of rural enterprises. The research is based on secondary data analysis, drawing from national and international databases to examine the current state, challenges, and opportunities of rural digitalization. The findings reveal that, although infrastructural improvements—especially in broadband network coverage—have brought significant progress, the digital transition is still hindered by a lack of financial resources, insufficient digital competencies, and limited access to technological innovation. The study emphasizes that digitalization in rural areas is not merely a matter of technology but also a strategic tool for promoting social equity and territorial cohesion. Accordingly, the author proposes the implementation of complex, targeted, and community-oriented development policies to support inclusive rural digital transformation.
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DIGITALIZATION IS AROUND THE CORNER: THE CHANGING COMPETENCE EXPECTATIONS OF CONTROLLERS – LITERATURE REVIEW
69-74Views:638In the literature the way innovation shakes an industry or social subsystem shows up as ‘digital transformation’, or ‘disruptive technology’. Digital transformation impacts the whole company, especially finance and accounting. These function areas, on one hand, are following the changes brought about by digital transformation, while supporting decision-making process, and, on the other hand, new opportunities are opening up to make these areas more effective. These environmental changes demand an in-depth examination of the development of competency expectations and responsibilities of employees working these function areas. The aim of this paper is to determine how the revealed processes and tendencies affect the organizational and the individual level, and how the expectations of the future controller change.
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Adaptation of automated control technologies in SMEs
80-89Views:139The spread of automated controlling technologies significantly impacts the operations of small and medium-sized enterprises (SMEs), especially in financial management. These technologies enable companies to manage their finances more efficiently, reduce costs, and enhance competitiveness. The benefits of automation include increased accuracy, reduced manual labor, and faster data processing, which allow managers to make more informed decisions. Through digital transformation, SMEs can access the latest technologies, such as artificial intelligence, cloud solutions, and big data analytics, further boosting the effectiveness of controlling systems. In the future, it will be crucial for SMEs to integrate new technologies like blockchain, IoT, and AI to sustainably improve their performance and competitiveness.
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The impact of increasing environmental expectations and forced paperless administration on corporate sustainability
25-33Views:274Current environmental legislation, directives, and expectations of the stakeholders put increasing pressure on companies' sustainability efforts. Such efforts include applying life cycle analysis methods, resource-saving technologies, low-emission practices, and voluntary ecological rules. Digitization facilitates these efforts, and the forced situation created by the COVID-19 pandemic accelerated the digital transformation process even more. Many companies were pressured to find solutions that legally and effectively bypass personal presence. Paper-based administration was restrained, giving hope for the broader spread of entirely paperless businesses. The study aims to present Hungarian companies' incentives for environmental protection and emphasize how paper-free offices are an essential milestone in sustainable development.
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DIGITALIZATION CHARACTERISTICS OF THE CONTROLLING AREA OF COMMERCIAL ENTERPRISES
49-59Views:342One of today’s most important social and economic phenomena is the fourth industrial revolution, the effect of which is that digitalization can significantly transform business processes. The corporate controlling area cannot avoid transformation either, its methods and tools will change. Just as controlling itself, its changes can also differ between sectors, especially in the extremely diverse service sector. The aim of the research is to examine, on a domestic sample, whether there are differences in this respect between companies with a main commercial activity and the rest of the service sector. The data of the questionnaire research conducted with 46 controllers and managers were evaluated by means of cross-tabulations, averages and statistical tests. There are no differences in the digital development of the key performance indicators that form the basis of controller work, in the use of ERP systems, automation solutions and language algorithms. In the commercial group of the sample, the use of business intelligence tools providing advanced planning and analysis options is significantly more common. The two groups of the sample do not differ in terms of the factors encouraging the digitalization of the controlling area, but the companies with a commercial main activity differ in terms of the importance of the factors hindering the process: they are more averse to new technologies, more afraid of their usual positions, but perceive the financial aspects of the development to be less important.