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Making decisions in an ever-changing environment - A research agenda

100%
Pataki B., Padar K.
Perspectives of Innovations, Economics and Business
|
2013
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vol. 13
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issue 1
33-42
EN
Simon recognized the limitations of the classical normative decision theory and established descriptive theory. His concept of bounded rationality and administrative behavior was a big step ahead, but the world has changed dramatically since then. Multiple, continuous changes have become normal, which brings up new problems on the decision maker’s and on the organization’s level as well. It became usual that the decision maker is not able to define preferences for lack of knowledge and have to learn or delegate much more frequently than before. In the same time the organization should be more resilient or nimble in this ever-changing environment. The authors outline a research agenda on both levels: some about the continuous learning and frequent delegating, and some about the HRM and IT-management issues of organizational nimbleness.
2
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Technology roadmapping in Hungary: Some practical observations

81%
Pataki B., Szalkai Z., Biro-Szigeti S.
Perspectives of Innovations, Economics and Business
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2010
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vol. 5
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issue 2
20-23
EN
Technology roadmapping (TRM) is a technique for exploring the evolution of markets, products, technologies, and their linkages. During our Hungarian TRM-applications we found important a clear business need; senior level ownership; effective communication; information and knowledge sharing; spending considerable time at the beginning; preferring less frequent but longer workshops than more frequent shorter ones; involving all related functions, active participation of senior managers; having a TRM-champion inside the company; a case-study-based training to teach TRM; and calling TRM a different name at the beginning.
3
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Some methodological issues of Technology roadmapping experienced during consultancy

81%
Pataki B., Szalkai Z., Biro-Szigeti S.
Perspectives of Innovations, Economics and Business
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2011
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vol. 9
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issue 3
12-16
EN
The authors share some of their methodological recommendations based on their TRM-consultancy experience. They recommend: (1) using an ‘environment’ dimension of analysis (i.e. layer of the roadmap) instead of just ‘market’, (2) avoiding the usage of the popular oversimplified version of SWOT analysis instead of the full version, (3) using weighting scales based on the ‘magical number seven plus-minus two’ rule by Miller for quantifying the relations between the units of the TRM-analysis.
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