Integration into the World Economy: Companies in Transition in the Czech Republic, Slovakia, and Hungary

The report analyses the behavior of firms and managers in the Czech Republic, Slovakia, and Hungary during their integration into the world economy. The conclusions are based on 23 case studies conducted in 1995. The investigators found a rapidly transforming mosaic of managerial behavior that both changed over time and varied from firm to firm in all three countries. They found no one pattern of behavior that could be labeled as prototypical. Success was determined, to a large extent, by the managers' flexibility to adapt to rapid -- and always uncertain -- changes. Microeconomics, managerial behavior, and case studies that illustrate them are key to understanding how economics work. Macroeconomics, fiscal and monetary policies, and stabilization are indeed very important but, by a long shot, they do not tell the whole story. The transformation and integration literature is full of microstudies; far too few micro projects have been undertaken because they are so labor-intensive. The authors hope that there will be many more micro studies. The report presents four categories of case studies: new firms, joint ventures, privatized companies, and state-owned enterprises (SOEs)

Gaining the Rewards From Privatization Risks in Central and Easter Europe

Enterprises in transition from state to private ownership in the emerging market economies of Central and Eastern Europe face massive risks. Here we analyze how they might have also the rewards that may, only with the proper management, accompany acceptance of risks. In this paper, risks are itemized and quantified for a typical situation from their many potential sources: BUSINESS (including accounting and control system, financial, operations, marketing, strategic, and management risks), LEGAL, ECONOMIC, ENVIRONMENTAL, GOVERNMENTAL SUPPORT, and POLITICAL. Because these risks are felt differently by the seller, namely the state, and the buyer, the comparative objectives of buyer and seller and associated measures of performance are identified. Potential sources of joint gains for both buyer and seller are evaluated, which reduces both the risk that the enterprise is not sold, and the chance of subsequent failure of the new firm. The effectiveness and practicality of a variety of techniques for risk reduction are analyzed, including some innovations in the privatization arrangement. The potential for reducing risk will be seen to be far beyond what typically is now in place. The analysis relies on an example model that represents a typical privatization situation in a Central or Eastern European country

Integrating enterprises into the world economy companies in transition in the Czech and Slovak Republics and Hungary

The report analyses the behavior of firms and managers in the Czech Republic, Slovakia, and Hungary during their integration into the world economy. The conclusions are based on 23 case studies conducted in 1995. The investigators found a rapidly transforming mosaic of managerial behavior which both changed over time and varied from firm to firm in all three countries. They found no one pattern of behavior that could be labeled as prototypical. Success was determined, to a large extent, by the managers' flexibility to adapt to rapid - and always uncertain - changes. The report also attempts to put the observed managerial experience of the three countries into historical and comparative contexts. In the report, the authors first sketch the macroeconomic and political environment for Central and Eastern Europe (CEE) enterprises in mid-1995 and analyze the financial sectors in the target countries. The marketing, operations, and financial challenges to these companies are illustrated in case examples. Next, the authors characterize managerial behavior within various types of enterprises and comment on the relationships between these behaviors and success or failure. Microeconomics, managerial behavior, and case studies that illustrate them are keys to understanding how economics work. Macroeconomics, fiscal and monetary policies, and stabilization are indeed very important but, by a long shot they don't tell the whole story. The transformation and integration literature is full of microstudies; far too few micro projects have been undertaken because they are so labor intensive. The authors hope that there will be many more micro studies. The report presents four categories of case studies: new firms,joint ventures, privatized companies, and state-owned enterprises (SOEs)

Integration into the World Economy: Companies in Transition in the Czech Republic, Slovakia, and Hungary.

The report analyses the behavior of firms and managers in the Czech Republic, Slovakia, and Hungary during their integration into the world economy. The conclusions are based on 23 case studies conducted in 1995. The investigators found a rapidly transforming mosaic of managerial behavior which both changed over time and varied from firm to firm in all three countries. They found no one pattern of behavior that could be labeled as prototypical. Success was determined, to a large extent, by the managers' flexibility to adapt to rapid - and always uncertain - changes. The report also attempts to put the observed managerial experience of the three countries into historical and comparative contexts. In the report, the authors first sketch the macroeconomic and political environment for Central and Eastern Europe (CEE) enterprises in mid-1995 and analyze the financial sectors in the target countries. The marketing, operations, and financial challenges to these companies are illustrated in case examples. Next, the authors characterize managerial behavior within various types of enterprises and comment on the relationships between these behaviors and success or failure. Microeconomics, managerial behavior, and case studies that illustrate them are keys to understanding how economics work. Macroeconomics, fiscal and monetary policies, and stabilization are indeed very important but, by a long shot they don't tell the whole story. The transformation and integration literature is full of microstudies; far too few micro projects have been undertaken because they are so labor intensive. The authors hope that there will be many more micro studies. The report presents four categories of case studies: new firms,joint ventures, privatized companies, and state-owned enterprises (SOEs).

Towards a framework for visual model development

A number of decision support systems (DSS) based on a visual interactive simulation (VIS) model have been implemented in recent years. A key component of a VIS model is the visual model. Existing VIS model development methodologies suggest methods (such as the paper prototype method) for developing a visual model. However, these methods are quite general and do not contain a frameqork to guide development. This paper describes a framework which combines the paper prototype method with systems concepts to develop the visual model. The proposed framework consists of eight stages. A project proof of principle example is described in which a VIS-based DSS provides support to the owner of a company selling telephone systems. © 1996.link_to_subscribed_fulltex

Using MCDA methods THOR in an application for outranking the ballast water management options

The Multicriteria Analysis Methodology has been developed in order to support and guide decision-makers in the evaluation and selection of alternatives/solutions. In this case, it is used to compare alternatives for the management ballast water (BW) exchange systems and treatment methods.<br>O Apoio Multicritério à Decisão (AMD) desenvolve metodologias que ajudam o tomador ou agente de decisão a avaliar e selecionar alternativas. Este trabalho apresenta uma aplicação real do AMD em uma situação de ordenação de alternativas para o gerenciamento do problema de água de lastro