Entrepreneurial culture in Hungary - the hype of starts-ups

The main focus of this article is to discuss startups from an entrepreneurial perspective, emphasizing the context and external sources for managing startup enterprises. First, a number of definitions of “startup” businesses will be provided. Startup as an enterprise and startup as a culture will be differentiated. As entrepreneurial and macro perspectives are adopted, some economic criteria and statistics will be provided, with a special focus on comparing Hungary to other countries along innovation, entrepreneurship and financial capital. This will give a clearer picture of Hungary’s potential for startup-exits

Entrepreneurs' role

In most research entrepreneurs are described as general subjects. Of course, these approaches reveal that you do not match and can not explain much of the situation. The group of people called the entrepreneur behaves differently from the definitions. In my dissertation (Gergely Németh: Cognitive Approach to Some Entrepreneurial Behavior Patterns, 2017), a chapter is about differentiating the entrepreneur's roles. In this categorization, I have included the Gerber division, already classical citation, and I have also come up with new approaches based on the reviewed literature. I considered the process of entrepreneurship a process that was crossed by the Situational Cognitive Approach (Smith and Semin 2004, 2007) so that the effect of the context can also be reflected in this sphere of interpretation. Below I describe the roles of the entrepreneur, the owner, the manager, the inventor, and the producer

Corporate abilities

This brief paper aims to discuss (as a review) the notion of organisational/corporate abilities, a term that, albeit frequently used in the business world, often presents ambiguities in terms of its meaning. We tried to uncover an exact definition for it using different approaches, as well as models of organisational description and/or diagnostic value; however, none of these could provide us with a distinct answer. As the paper could not afford to undertake the introduction of every single approach that has so far been laid down in this subject, we cannot endeavour to formulate our own definition; our work only serves to illustrate that the concept has deeper meanings and thus cannot be used without interpretation. It can have different meanings, which sometimes inhibits the factual description of a given scenario, even though that is what terminologies are usually for. We have concluded that an accurate definition of the concept would be essential, as those specialising in organisational science could benefit from its standardised use.Organisational competence, organizational ability, managerial science, management tools, organiszational science, organisational diagnosis

A novel method of generating tunable underlying network topologies for social simulation

We propose a method of generating different scale-free networks, which has several input parameters in order to adjust the structure, so that they can serve as a basis for computer simulation of real-world phenomena. The topological structure of these networks was studied to determine what kind of networks can be produced and how can we give the appropriate values of parameters to get a desired structure.Comment: Originally presented at the 2013 IEEE 4th International Conference on Cognitive Infocommunications (CogInfoCom

Entrepreneurial culture in Hungary - the hype of starts-ups

The main focus of this article is to discuss startups from an entrepreneurial perspective, emphasizing the context and external sources for managing startup enterprises. First, a number of definitions of “startup” businesses will be provided. Startup as an enterprise and startup as a culture will be differentiated. As entrepreneurial and macro perspectives are adopted, some economic criteria and statistics will be provided, with a special focus on comparing Hungary to other countries along innovation, entrepreneurship and financial capital. This will give a clearer picture of Hungary’s potential for startup-exits

Analysing entrepreneurs' personality

Concerning the purpose of my thesis I decided that instead of questions and answers I would provide rather a short article wherein I raise the questions. An incalculably great theme lies behind the questions - What kind of personality makes an entrepreneur successful? Who is an entrepreneur? What kinds of roles can he fulfill? What can be concluded from his behaviour? How does he make decisions and what patterns of behaviour can be concluded from this? What is entrepreneurial success? I was a little uncomfortable since, as an organizational psychologist, I do not believe that we can define a detailed personality profile in order to perform a particular occupation or profession. We can only dissertate among other things what kind of personality elements make a certain profession successful. Rather, I believe that there are behavioural elements that can assist good cooperation between partners

In search of non conventional organizations : in fact, what we are looking for?

This paper seeks to determine ways to identify NCOs (Non-Conventional Organizations). Over the recent period, we have identified a number of NCOs (Ford, Zara, GM, Duolingo, Toyota, Amazon, Apple, Grameen Bank, DabbaWallah, etc.), arranging their inventions and innovations using two models (the 4+2 formula and the COVΛ organizational model). We also discuss the roles that may facilitate becoming an NCO. Additionally, we list the reasons for considering it important in a national economy to address entrepreneurs in general and specifically. Obviously, we define entrepreneurs in Schumpeter’s sense rather than as anyone who owns an enterprise

Entrepreneurs' roles

In most research entrepreneurs are described as general subjects. Of course, these approaches reveal that you do not match and can not explain much of the situation. The group of people called the entrepreneur behaves differently from the definitions. In my dissertation (Gergely Németh: Cognitive Approach to Some Entrepreneurial Behavior Patterns, 2017), a chapter is about differentiating the entrepreneur's roles. In this categorization, I have included the Gerber division, already classical citation, and I have also come up with new approaches based on the reviewed literature. I considered the process of entrepreneurship a process that was crossed by the Situational Cognitive Approach (Smith and Semin 2004, 2007) so that the effect of the context can also be reflected in this sphere of interpretation. Below I describe the roles of the entrepreneur, the owner, the manager, the inventor, and the producer