Heft36 1 - SFB 580 - Friedrich-Schiller-Universität Jena
Heft36 1 - SFB 580 - Friedrich-Schiller-Universität Jena
Heft36 1 - SFB 580 - Friedrich-Schiller-Universität Jena
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ORGANISATIONAL LITERATUR INNOVATION IN HUNGARY<br />
There are also differences between the<br />
knowledge development practices of the<br />
KIBS firms representing different production<br />
strategies. The share of the followers of simple<br />
standardisation strategies in the different<br />
training practices is significantly lower than<br />
for other categories, which implies that more<br />
flexible production strategies require more<br />
investment in knowledge development (see<br />
Table 5).<br />
Table 5. Knowledge development practice and production strategies<br />
Type of knowledge<br />
development<br />
Simple<br />
standardisation<br />
Diversified<br />
standardisation<br />
Simple<br />
customisation<br />
Diversified<br />
customisation<br />
Courses organized and<br />
financed by the firm<br />
Courses selected by an employee<br />
but financed by the firm<br />
Courses supported by<br />
working time reduction<br />
Relying on customer<br />
knowledge<br />
18.8% 36.0% 33.3% 37.0%<br />
6.3% 6.9% 13.3% 15.2%<br />
1.7% 4.9% 13.8% 3.3%<br />
50.0% 68.0% 65.5% 67.4%<br />
4. CONCLUDING REMARKS AND FUTURE<br />
RESEARCH CHALLENGES<br />
In this paper, I attempted to briefly present the<br />
paradigmatic changes in the world economy that<br />
can be labelled as the rise of the post-industrial<br />
service economy. These changes, which can<br />
be captured by the increasing importance of<br />
the service sector in the performance of the<br />
national economies, has also taken place in<br />
Hungary over the last two decades. According<br />
to global trends, the weight of services<br />
in the Hungarian economy has been<br />
Seite page 116<br />
growing steadily, especially in the case<br />
of the knowledge-intensive business<br />
services (KIBS). The modernisation<br />
of the manufacturing sector was controversial<br />
and affected only a few subsectors. In this<br />
situation, KIBS may represent a possible<br />
new development path for the continued<br />
modernisation of the Hungarian economy. In<br />
fulfilling this role, firm-level facilitators such<br />
as learning and networking capability and the<br />
implementation of organisational practices<br />
as well as the innovations supporting them<br />
play a crucial role in addition to an adequate<br />
institutional environment.<br />
In the second part of this paper, the results<br />
of a company-level questionnaire survey were<br />
presented that was carried out in 2008 among<br />
the Hungarian knowledge-intensive business<br />
firms. The KIBS sector is relatively young<br />
and dominated by Hungarian-owned small<br />
and medium sized firms that provide service<br />
mainly to the domestic market. Examining the<br />
service production strategies that Hungarian<br />
firms apply suggests that knowledge-intensive