Andrea Bencsik

35768985700

Publications - 20

Beyond Corporate Division: Knowledge and Connections Lead to New Corporate Successes

Andrea Bencsik Szonja Jenei Szilvia Módosné Szalai

Publication Name: International Journal of Knowledge Management

Publication Date: 2025-01-01

Volume: 21

Issue: 1

Page Range: Unknown

Description:

The success of modern companies in today’s complex business environment depends on effective knowledge management, especially during corporate divisions. The research explored how knowledge flow and relational networks impact the success of new ventures during such transformations. An organization that underwent a division was studied, and statistical methods, including distributions, cross-tabulations, and Spearman’s correlation, were used to analyze the data from a quantitative survey. The findings indicate that successful new companies are closely linked to knowledge sharing, ethical leadership, and integrating existing and new relational networks. A positive correlation was also found between company success, innovation, and leadership quality. This study offers fresh insights into corporate divisions and knowledge management, highlighting the role of ethical leadership and strategic use of knowledge to support sustainable development and improve business outcomes.

Open Access: Yes

DOI: 10.4018/IJKM.363639

The role of knowledge management in developing quality culture

Horváth Csikós Gabriella Andrea Bencsik

Publication Name: Acta Polytechnica Hungarica

Publication Date: 2018-01-01

Volume: 15

Issue: 8

Page Range: 209-226

Description:

The study reveals the connecting points, where the elements of knowledge management system as part of the corporate processes (studiously the quality systems) play an important role in the successful operation of the company. The characteristic features of quality culture are in focus, of which support is put in parallel with the characteristic features of the learning organisation’s culture phrased as a precondition of knowledge management system. With this comparison, the author guarantees the understanding that by solving quality problems and developing quality culture with supporting the elements of knowledge management system will contribute to reaching corporate success and strategic goals.

Open Access: Yes

DOI: 10.12700/APH.15.8.2018.8.11

Relationship between knowledge sharing willingness and life goals of generation Z

Renata Machova Andrea Bencsik Tímea Juhász Peter Molnar

Publication Name: Proceedings of the European Conference on Knowledge Management Eckm

Publication Date: 2018-01-01

Volume: 1

Issue: Unknown

Page Range: 84-94

Description:

The most critical area of knowledge management systems is the knowledge transfer and knowledge sharing. Several research results have emerged applying different approaches with a focus why employees and leaders of companies do not share their knowledge. Differences in social, cultural and individual values are in the background of willingness to share knowledge. Each of these attributes raise further questions. The main objective of this research is to examine the knowledge sharing willingness of Generation Z and consider the cultural determinants having impact on them. The research objective was to compare the results of Hungary and Slovakia. A questionnaire survey was conducted among the students of elementary and high schools. The electronic questionnaire included questions on a 5-point Likert scale, which were evaluated with a help of simple and complex statistical methods using the SPSS program. The study of life goals was based on the study of Aspiration Index in earlier research. The results show that cultural characteristics have significant influence on the characteristic features of behaviour related to trust, learning and knowledge. The national culture has impact on knowledge-friendly attitude of the school community. According to Aspiration Index Analysis, intrinsic goals gain more importance than extrincic goals. While getting older, the importance on intrinsic goals is increasing. The highly materialistic approach (preference of extrinsic goals) reduces the ability to coopearate. It increases competition and the self-interest, which are obstacles to knowledge-sharing. The ratio of goals (intrinsic/extrinsic) determines the decisions of young people (career choice), as well as those important skills that are relevant in the society and influence career choice e.g. cooperation, responsibility.

Open Access: Yes

DOI: DOI not available

Knowledge management strategy as a chance of small and medium-sized enterprises

Andrea Bencsik Tímea Juhász

Publication Name: Organizational Culture and Behavior Concepts Methodologies Tools and Applications

Publication Date: 2017-02-10

Volume: 2-4

Issue: Unknown

Page Range: 577-607

Description:

This chapter shows how SMEs can compete with multinational companies. This chapter was written on the basis of practical research results. In this research, Hungarian and Slovakian SMEs were investigated from the view of a knowledge-based economy. The question was how they can face future challenges. The researchers wanted to know how SMEs handle their chance which is hidden in their way of thinking about a knowledge strategy. As a result, these companies seem to be afraid, uncertain, and think their success is only luck or a current incident. They live a "fly by night" existence, and they do not feel the importance of development, of studying, of knowledge, they run after work and money. These enterprises feel that they have to survive, and to this, they need money and financial capital. Therefore, knowledge and studying fall behind.

Open Access: Yes

DOI: 10.4018/978-1-5225-1913-3.ch028

Y and Z generations at workplaces

Horváth Csikós Gabriella Andrea Bencsik Juhász Tímea

Publication Name: Journal of Competitiveness

Publication Date: 2016-09-01

Volume: 8

Issue: 3

Page Range: 90-106

Description:

At present, more and more researches deals with the characteristic features of generation Y and generation Z. As it is about the present and future generations, corporate success and the competitive operation are determined by the behaviour of these generations in the long-run. Researches justifies that there are significant differences between the two generations despite the similarities. These differences appear rather emphasized in the corporate environment when several questions arise at workplaces in the process of cooperation - especially in the field of knowledge-sharing and knowledge transfer-regarding the characteristics of the two generations. Last year, the authors carried out a quantitative research by questionnaires in order to reveal what the managing of these two generations mean for the managers and also what difficulties occur when the two generations cooperate with each other and with elder generations as well. The main question of the research was how to approach the new generations from the view of HR? Although the research cannot be considered representative (410 respondents participated in the survey), it can give a picture about the examined issues. The hypothesis phrased by the authors was justified according to which of the HR activities have to adapt to the requirements of the new generations upon their appearance.

Open Access: Yes

DOI: 10.7441/joc.2016.03.06

Trust-based knowledge management system building

Andrea Bencsik Irma Rácz

Publication Name: Knowledge Management for Competitive Advantage During Economic Crisis

Publication Date: 2014-09-30

Volume: Unknown

Issue: Unknown

Page Range: 16-37

Description:

This chapter introduces the importance of trust in knowledge management system building. It argues that the relationships among organizational culture, problems of knowledge sharing, and HR features are in close correlation with each other. The main aspect of the chapter is to show the general requirements and pre-requisites of knowledge management system building based on trust. The authors aim to reveal the theoretical aspect of trust-based culture and knowledge management system building, and the HR's tasks connected to these two ideas. The chapter presents three case studies on three different companies' practices, a multinational, big company, and an institution. This chapter shows samples, best practices, critical steps that can ensure success to the companies that want to start building a knowledge management system.

Open Access: Yes

DOI: 10.4018/978-1-4666-6457-9.ch002

Knowledge management strategy as a chance of small and medium-sized enterprises

Andrea Bencsik Tímea Juhász

Publication Name: International Business Strategy and Entrepreneurship an Information Technology Perspective

Publication Date: 2013-11-30

Volume: Unknown

Issue: Unknown

Page Range: 52-81

Description:

This chapter shows how SMEs can compete with multinational companies. This chapter was written on the basis of practical research results. In this research, Hungarian and Slovakian SMEs were investigated from the view of a Knowledge-Based economy. The question was how they can face future challenges. The researchers wanted to know how SMEs handle their chance which is hidden in their way of thinking about a knowledge strategy. As a result, these companies seem to be afraid, uncertain, and think their success is only luck or a current incident. They live a 'fly by night' existence, and they do not feel the importance of development, of studying, of knowledge; they run after work and money. These enterprises feel that they have to survive, and to this, they need money and financial capital. Therefore, knowledge and studying fall behind.

Open Access: Yes

DOI: 10.4018/978-1-4666-4753-4.ch004

Transform explicit knowledge to implicit- status or process

Andrea Bencsik Viktória Stifter A. Sólyom

Publication Name: Proceedings of the European Conference on Knowledge Management Eckm

Publication Date: 2012-12-20

Volume: 2

Issue: Unknown

Page Range: 1517-1523

Description:

The fact that knowledge management plays an important role in the life of businesses can be proved by the number ofthe scientific publications dealing with this issue. It can be said to be a current favourite and well-processed topic of literature. In practice among middle- and senior managers it has become a means of strategy creation as its methods are more often used at an operative level. Our decision to begin our research in this field was strengthened by the further consideration of a quotation by Edwin Land - the leader of HP - often cited in the literature on this topic. According to Land "90 percent of Polaroid's capital get in their car and go home every evening". This is indeed true but according to Land the following morning they also get back in their car and 90% of the company's capital will again be in the same place and available once more. Since a part of knowledge belongs to the individual, meaning that it cannot be documented or verbalised as it is based on experience, the question arises as to what types of new tasks the holding of this knowledge creates, especially in the case of those in key positions and employees considered as key figures from another viewpoint. This question becomes particularly exciting - where we are also able to see the real value/benefit of this study- if, through analysing the most common form of predictable labour movements (here I refer mainly to retirement), sucha procedure can be reconstructed, thus providing businesses with the means to prepare themselves for a continuous shar of tacit or experimental knowledge in the case of other predictable labour movement (like maternity leave or a longer period in the foreign domiciles of a subsidiary or a parent company). A major part of preserving competitive advantage nowadays is knowledge, especially tacit knowledge. For this reason we will highlight that due to these dynamic processes tacit knowledge sharing of businesses should be continuous in corporate practice in the case of every "important" person. This direction would differ from the approaches of knowledge management dealing with implicit knowledge in that we would not look for the solution to transforming implicit knowledge to explicit knowledge but rather in such a system-based process, the result of which would be a conscious management of tacit knowledge sharing. The main line of knowledge management science is how to transform implicit knowledge to explicit in order to share it. I would like to introduce a new wayof knowledge sharing which doesn't rely on traditional tools.

Open Access: Yes

DOI: DOI not available

Cultural side of tacit knowledge management

Andrea Bencsik Viktória Stifter A. Sólyom

Publication Name: Proceedings of the European Conference on Knowledge Management Eckm

Publication Date: 2012-12-20

Volume: 2

Issue: Unknown

Page Range: 1352-1360

Description:

In the 21st century tacit knowledge and its management has become a central theme of organizations and enterprises. Until the last decade, the possession of physical resources meant wealth and power in business. Labour, capital and natural resources were the key factors of production. Today, this trend is undeniably changing. In the rapidly evolving world of technology the only important factor providing long-term competitive advantage is the knowledge of the employees. Tacit knowledge is an invisible resource which has an enormous effect on the performance and success of a company, though it is personal, context-and cultures-pecific, besides hard to formalize and communicate. Tacit knowledgeincludes experiences, ideas, values and emotions and of course the factors of national culture. The main problem is that institutions are not aware of what kind of knowledge and information they possess. Hence, these assets are unorganized and not focused towards any objectives. The difficulties of sharing the lessons and experiences lead to wasting time and money on solving problems that have already been solved. That is why it is necessary to engage in knowledge management. As part of a wide-range research, we have examined which methods and procedures are used by Hungarian and Slovak companies to facilitate the retention of tacit knowledge of their employees in the organizational memory. How can the national culture influence the use of tacit knowledge management methods? The study involved 124 Hungarian and 122 Slovak companies and raised important questions in the scientific and organizationallife as the focus of our research. In our research we aspired to involve a wide range of enterprises, subsequently we examined small-and medium-size enterprises, multinational companies and organizations from both the for-profit and non-profit sectors. We conducted both qualitative and quantitative research because this is the most effective way of understanding the problem mentioned above.

Open Access: Yes

DOI: DOI not available

Strategies of education and training practice of small and medium sized enterprises

Andrea Bencsik A. Sólyom

Publication Name: World Academy of Science Engineering and Technology

Publication Date: 2011-03-01

Volume: 75

Issue: Unknown

Page Range: 77-83

Description:

The role of knowledge is a determinative factor in the life of economy and society. To determine knowledge is not an easy task yet the real task is to determine the right knowledge. From this view knowledge is a sum of experience, ideas and cognitions which can help companies to remain in markets and to realize a maximum profit. At the same time changes of circumstances project in advance that contents and demands of the right knowledge are changing. In this paper we will analyse a special segment on the basis of an empirical survey. We investigated the behaviour and strategies of small and medium sized enterprises (SMEs) in the area of knowledge-handling. This survey was realized by questionnaires and wide range statistical methods were used during processing. As a result we will show how these companies are prepared to operate in a knowledge-based economy and in which areas they have prominent deficiencies.

Open Access: Yes

DOI: DOI not available

Ethical labyrinth in the period of knowledge acquisition and sharing of knowledge management systems

Andrea Bencsik

Publication Name: Problems and Perspectives in Management

Publication Date: 2011-01-01

Volume: 9

Issue: 3

Page Range: 93-99

Description:

To create a knowledge management system within a company is a very demanding goal. Organizations have to satisfy a lot of demands and prerequisites to make an operable system which can support management and which can realize business success. Knowledge management is influenced by organizational culture, by leadership and by people's attitudes - and this can obstruct knowledge acquisition and sharing, or can facilitate business success. It means that the business's ethical questions have to be managed and problems in this area have to be solved. Most companies do not deal with ethical questions. If they do deal with them, ethical problems will be the center of attention only in the external relationships of companies. According to a famous management slogan, "first we have to make order inside the company" (Oakley & Krug, 1997). Internal order will bring along order in external relationships, too. This means that you should make order first in your internal processes, systems and human relationships from the point of view of ethical problems. This paper approaches ethical problems theoretically, which can help in coming up with the creation and actuation of a knowledge management system to continue empirical surveys. These questions will be created at the end of this theoretical paper. On the basis of these questions it will be conducted an empirical survey at some companies. © Andrea Bencsik, 2011.

Open Access: Yes

DOI: DOI not available

From childhood imitation based studying to a knowledge based society

Andrea Bencsik

Publication Name: International Journal of Learning

Publication Date: 2010-01-01

Volume: 17

Issue: 1

Page Range: 221-242

Description:

In most countries the following questions are very frequently asked: how can our country become a knowledge - based economy, what requirements are needed to meet to establish a knowledge based society, how can we form our culture that it should support the new behaviour? There are basic elements of national, organisational and personal culture, such as study skills and the willingness to study, methods of knowledge acquisition (for example literacy), childhood curiosity (for example which can be satisfied by the sample behaviour of adults), youthful pursuit of knowledge experience gained in the course of work. One of the critical elements of knowledge acquisition is how and from whom we can receive it. The other critical question is how we can share our knowledge with other people, how it should become a common value to improve the memory of organisations and nations. The features of this behaviour can be observed from childhood but these are going to change depending on the characteristics of the environment and age. In our research the emphasis was put on the age characteristics that influence our studying habits and sources of our knowledge acquisition from childhood to adulthood. The aim of this international research is to explore factors that can help and/or obstruct the process of knowledge sharing which should become daily routine from imitation - based studying to knowledge-based society. © Common Ground, Andrea Bencsik.

Open Access: Yes

DOI: 10.18848/1447-9494/cgp/v17i01/46801

Family friendly concepts and tools in different-sized Hungarian organizations based on empirical study

Andrea Bencsik Tímea Juhász

Publication Name: Problems and Perspectives in Management

Publication Date: 2010-01-01

Volume: 8

Issue: 1

Page Range: 70-79

Description:

In today's world, more and more people have been thinking whether to put their family or their career to the foreground as there does not seem to exist any balance between the two aspects today. The reconciliation of work and family life can be seen today not only as an individual, but rather, as an organizational problem. After all, an employee who is tense, exhausted or tired because of his/her responsibilities at home will not be effective at work and vice versa. It is no wonder, then, that several Hungarian organizations are putting more and more emphasis on solving these occasional problems. In this article, an empirical survey is used to present the different tools used by different-sized Hungarian companies to help employees reconcile their work and their private lives. © Habil Andrea Bencsik, Tímea Juhász, 2010.

Open Access: Yes

DOI: DOI not available

From individual memory to organizational memory (intelligence of organizations)

Andrea Bencsik I. Marosi V. Löre

Publication Name: World Academy of Science Engineering and Technology

Publication Date: 2009-08-01

Volume: 56

Issue: Unknown

Page Range: 1-6

Description:

Intensive changes of environment and strong market competition have raised management of information and knowledge to the strategic level of companies. In a knowledge based economy only those organizations are capable of living which have up-to-date, special knowledge and they are able to exploit and develop it. Companies have to know what knowledge they have by taking a survey of organizational knowledge and they have to fix actual and additional knowledge in organizational memory. The question is how to identify, acquire, fix and use knowledge effectively. The paper will show that over and above the tools of information technology supporting acquisition, storage and use of information and organizational learning as well as knowledge coming into being as a result of it, fixing and storage of knowledge in the memory of a company play an important role in the intelligence of organizations and competitiveness of a company.

Open Access: Yes

DOI: DOI not available

Teamwork in higher education: Teamwork as chance of success

Andrea Bencsik I. Marosi

Publication Name: International Journal of Learning

Publication Date: 2009-01-01

Volume: 16

Issue: 5

Page Range: 167-174

Description:

Education, economy and labour market bear important relationships. The ever faster changes and more important preservation of competitiveness force higher educational institutions and economic players to cooperate more effectively. According to their educational, scientific, knowledge-maker and generative characteristics, universities and colleges receive and play a more active role in the development of the economy. Besides the expansion and multitude of higher education these also contribute to the changes in higher educational roles. In this study, which was conducted among higher educational lecturers, first of all we were looking for the answer whether there is a turn to receive practical experience during daily educational system or in the operation of institutions. Continuing this, in our target groups we intended to find out whether there is change in relationships among lecturers themselves, lecturers and their students, lecturers and economic players. We also wanted to find out if there is any possibilities to work in a team and whether we can find any sign of expectations defined by lecturers and employers of the labour market. Is there any improvement in the way of preparation for living up requirements, such as project-work, language - and entrepreneur abilities? What kind of attitude can be recognized in the theoretical, practical and educational methods? © Common Ground, Ildiko Marosi, Andrea Bencsik, All Rights Reserved, Permissions.

Open Access: Yes

DOI: 10.18848/1447-9494/CGP/v16i05/46260

Small and silly? or private pitfall of small and medium-sized enterprises

Andrea Bencsik I. Marosi V. Löre

Publication Name: World Academy of Science Engineering and Technology

Publication Date: 2009-01-01

Volume: 37

Issue: Unknown

Page Range: 482-488

Description:

Knowledge and these notions have become more and more important and we speak about a knowledge based society today. A lot of small and big companies have reacted upon these new challenges. But there is a deep abyss about knowledge conception and practice between the professional researchers and company -life. The question of this research was: How can small and mediumsized companies be equal to the demands of new economy? Questionnaires were used in this research and a special segment of the native knowledge based on economy was focused on. Researchers would have liked to know what the sources of success are and how they can be in connection with questions of knowledge acquisition, knowledge transfer, knowledge utilization in small and medium-sized companies. These companies know that they have to change their behaviour and thinking, but they are not on the suitable level that they can compete with bigger or multinational companies. © 2009 WASET.ORG.

Open Access: Yes

DOI: DOI not available

Resource allocation and cost reduction by means of alternative solutions

Zsolt Tibor Kosztyán Andrea Bencsik Z. Perjés

Publication Name: Innovations and Advanced Techniques in Systems Computing Sciences and Software Engineering

Publication Date: 2008-12-01

Volume: Unknown

Issue: Unknown

Page Range: 556-559

Description:

In the course of planning and implementation of projects it occurs frequently that after the preliminary calculation of the optimal resources allocation - in order to obtain minimal total cost - a project can not be realized at a price which is expected by the inviter of the tender. In the following study we present a method by which, in case of a delimited maximal budget, we are able to determine the schedule, cost demands and resource requirements of a project to be implemented with the highest possible quality. © Springer Science+Business Media B.V. 2008.

Open Access: Yes

DOI: 10.1007/978-1-4020-8735-6_103

Resource allocation and its distributed implementation

Szabolcs Póta Zsolt Tibor Kosztyán Andrea Bencsik

Publication Name: Innovations and Advanced Techniques in Computer and Information Sciences and Engineering

Publication Date: 2007-01-01

Volume: Unknown

Issue: Unknown

Page Range: 511-518

Description:

During the execution of a project (investment, innovation etc.), three important parameters must be kept in mind: we have to execute the project as soon as possible, with minimal total cost and not to exceed resource (manpower, materials, engines etc.) availabilities. Why does it important to execute the project as soon as possible with minimal total cost? If more than one company compete for the execution of an investment project, usually the chance of winning the tender will be higher if a company can execute the project with minimal total project time (TPT) and minimal total project cost. This problem could already be handled in the 60s and 70s with network planning (CPM, MPM, PERT etc.), scheduling (Gantt Diagrams, LOB etc.) and other related cost-minimizing (CPM/COST, MPM/COST etc.) techniques. The most difficult problem was to handle the resources. During the execution of a project we must keep in view the resources, because these resources are usually straitened. There are well-defined number of labours, engines and so on. If we would like to execute the project with minimal TPT and minimal total project cost and optimal use of the resources (manpower, materials, engines etc.) the problem becomes easily so hard to solve (already at 5000-10000 activities) that computers available today cannot find the solution within a reasonable time. The real problem is more complicated, because before the execution of the project we can only estimate the duration time, (variable) cost and resource need of activities. In real life it is common that the duration time of project activities cannot be estimated correctly. In this paper a novel algorithm is introduced by which an optimal resource allocation with minimal total cost for any arbitrary project could be determined. Moreover, this algorithm also handles the competences of the human resources. A distributed problem solving environment is also introduced that implements the above mentioned optimal resource allocation algorithm with a parallel branch and bound method. The system is built on the Jini technology [44]. It is a dynamic, service-oriented infrastructure that utilizes spare cycles of networked workstations in an efficient way and solves computation intensive problems more easily due to the parallelization. © 2007 Springer.

Open Access: Yes

DOI: 10.1007/978-1-4020-6268-1_90

Practice-related problems and solutions on the field of improving worker satisfaction

Andrea Bencsik Zsuzsanna Nagy

Publication Name: Problems and Perspectives in Management

Publication Date: 2007-01-01

Volume: 5

Issue: 3

Page Range: 58-68

Description:

The economic life has been investigating for decades the question of by what kind of activity, by the control of which factors can an enterprise be successful. As a consequence of the economic development and the informational boom, the hard factors, the purchasable and money-dependent systems and resources are accessible for everyone, therefore they have ceased to compose competitive advantages i.e. discriminative success factors. Consequently, the attention have turned towards the soft, human factors. Now we know that for the success the harmonious co-operation of both sides is needed. It was exactly for the practical adaptation of this approach why the European Foundation for Quality Management called the EFQM self-assessment model into being as the basis of quality awards. It unites in one model the factors of the successful business operation and helps the organizational self-improvement by its self-assessment method. The operation of the method, however, is frequently impeded by problems which are caused by exactly the difficult handling of the previously mentioned soft factors in practice. For the sake of successful operation, a solution for these problems must be found. During our research we conducted a primary investigation, having regard to the Hungarian peculiarities, among those Hungarian-owned companies which competed for the National Quality Award. In the course of the investigation we examined their organizational processes according to the factors of the EFQM, although mainly concentrating on the working methods and mechanisms, not on results. Comparing the individual case studies we have obtained the conclusion that, among the soft factors, job satisfaction at the Hungarian-owned companies does not follow the EFQM's viewpoint on self-improvement. Therefore, after a brief theoretical review of the EFQM model and one of its elements, job satisfaction, and through an example which is relevant from the view of the handling of satisfaction, we present the satisfaction-improvement method which we developed by observing the results of the primary investigation. © Andrea Bencsik, Zsuzsanna Nagy, 2007.

Open Access: Yes

DOI: DOI not available

Success criteria of a knowledge based organizational operation -or the necessity of the leadership style change

Andrea Bencsik Krisztina Bognár

Publication Name: Problems and Perspectives in Management

Publication Date: 2007-01-01

Volume: 5

Issue: 2

Page Range: 51-65

Description:

In corporate practice the condition of success is that leaders must be aware of the value of human capital. The target of our theoretical research was to identify expectations that we can create against managers, who want to realize the development and successful operation of Knowledge Management System (KMS). We composed some questions that we answered in the study. The phases of our research: We looked over and summarized expectations generally valid in leading work and expectations, which are waiting for the realization as the elements of KMS, We selected expectations and identified the common areas in consideration of principal expectations that managers have to accomplish, We summarized the relations among principal features succeed in the following fields: satisfaction - emotional intelligence (EQ) - elements of Knowledge Management (KM), EQ - managing competence - elements of KM. We drafted the direction of change and things that managers have to do to make KMS work successful. The result of our theoretically research will be expanded to practical field, the managerial practice will be measured, tested, compared against the drafted expectations and with the extent of their fulfilment. We will give an account of the practical results in a following study. © Andrea Bencsik, Krisztina Bognár, 2007.

Open Access: Yes

DOI: DOI not available