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• Start-up studio, the business model innovation (The example of INNONIC Zrt.)

  66-83

  Éva Farkas

  Csaba Makó

  Miklós Illéssy

  Balázs Heidrich

  Views:

  44

  Public discourse mostly uses the term start-up as a simplified collective category to describe companies founded to sell technological innovations. At the same time, in addition to bringing a new or novel idea to market, most business functions (marketing, sales, product/service development, HR etc.) are performed in an innovative and proactive way. In spite of the uncertainty of the market and limited resources, one of the key characteristics of such organisations is the high potential of the rapid economic development. In order to be able to take the advantage of the business opportunity, a supportive socio-economic and institutional environment is essential to obtain intensive growth and sustainability. In our case study, we are aiming to illustrate the importance of so-called start-up studios in catalysing innovation by the example of a company operating in international markets in the Debrecen region. Illustrating our findings by an analogy, we examine how the studio as a “mother ship” uses organizationalmanagement methods, cultural patterns, and through what mechanisms it contributes to the success of start-ups.

• Leadership challenges in virtual environment: The importance of the synergism in ICT toolset and leadership development

  27-48.

  Farkas Eva

  Nagy Levente

  Views:

  10

  The companies connected to the global value chain inevitably and necessarily apply virtualized
  solutions in their work organization. As such, the appropriate implementation of the shoring
  strategies, the increasing competition and the supply-demand imbalance on the local market of
  the high-skilled workers, all puts the existing organizational and leadership practices to the test.
  The article aims to highlight the main challenges the virtual team leaders (VTL) are facing and
  some best practices that might widen the toolset of the modern VTL. The results are based on a
  case study of a multinational info-communication technology (ICT) service company in which
  experienced managers and leaders shared their strategies. The main takeaways of the empirical
  research are (i) the emphasis on the “early-adopter” behavior and the proper usage of the latest
  technology in the communication, (ii) the importance of the ability of building trust and setting
  common goals; (iii) despite that everyone is perfectly connected via the internet, the regular
  personal presence is still the most powerful leadership tool.