Authors:
Áron Szennay Budapest LAB Office for Entrepreneurship Development, Budapest Business University, Budapest, Hungary

Search for other papers by Áron Szennay in
Current site
Google Scholar
PubMed
Close
https://orcid.org/0000-0003-3567-9394
and
Judit Csákné Filep Budapest LAB Office for Entrepreneurship Development, Budapest Business University, Budapest, Hungary
Institute of Economic Sciences, Nyíregyháza University, Nyíregyháza, Hungary

Search for other papers by Judit Csákné Filep in
Current site
Google Scholar
PubMed
Close
https://orcid.org/0000-0002-5902-5195
Open access

Abstract

Digitalisation presents a significant challenge for small- and medium-sized enterprises (SMEs), as they generally lack the required competencies and qualifications for a digital transformation. However, crises such as the COVID-19 pandemic have highlighted how digitalisation can improve SME efficiency and unlock new markets. This paper aims to contribute to the empirical literature by analysing the factors influencing Hungarian entrepreneurs' activities and attitudes towards digitalisation during the COVID-19 pandemic. The results are based on the quantitative analyses of Hungarian datasets of the Global Entrepreneurship Monitor (GEM) spanning 2021 to 2023, complemented by figures from a representative survey of SMEs in 2022. Our findings show that while nearly all SMEs utilise digital devices, adopting more advanced solutions remains low. Although the pandemic somewhat accelerated the digitalisation efforts, most entrepreneurs do not expect to use more digital solutions in the next six months. There is no consistent correlation between digitalisation and entrepreneurial motives, as the cluster analyses did not provide homogenous groups of entrepreneurs in the years analysed, so we can conclude that digitalisation efforts may be even among them. Thus, to overcome the challenge of digitalisation, policymakers should incentivise entrepreneurs to improve their digital skills and implement digital solutions.

Abstract

Digitalisation presents a significant challenge for small- and medium-sized enterprises (SMEs), as they generally lack the required competencies and qualifications for a digital transformation. However, crises such as the COVID-19 pandemic have highlighted how digitalisation can improve SME efficiency and unlock new markets. This paper aims to contribute to the empirical literature by analysing the factors influencing Hungarian entrepreneurs' activities and attitudes towards digitalisation during the COVID-19 pandemic. The results are based on the quantitative analyses of Hungarian datasets of the Global Entrepreneurship Monitor (GEM) spanning 2021 to 2023, complemented by figures from a representative survey of SMEs in 2022. Our findings show that while nearly all SMEs utilise digital devices, adopting more advanced solutions remains low. Although the pandemic somewhat accelerated the digitalisation efforts, most entrepreneurs do not expect to use more digital solutions in the next six months. There is no consistent correlation between digitalisation and entrepreneurial motives, as the cluster analyses did not provide homogenous groups of entrepreneurs in the years analysed, so we can conclude that digitalisation efforts may be even among them. Thus, to overcome the challenge of digitalisation, policymakers should incentivise entrepreneurs to improve their digital skills and implement digital solutions.

1 Introduction

Digitalisation poses a significant challenge for small- and medium-sized enterprises (SMEs). SMEs play an crucial role in modern economies. In the non-financial business economy, 99.8% of enterprises are micro, small, and medium-sized. At the same time, they employ almost two-thirds of the employees and produce more than half of the value added in the European Union (Eurostat 2022). These figures correspond to the average of the advanced economies, but they are higher in the emerging ones (Madgavkar et al. 2024).

Despite the significance of SMEs in modern economies, previous research on IT and using enterprise resource planning (ERP) systems focused on typically larger organisations; only some of them analysed SMEs specifically (Roffia – Mola 2022). Furthermore, previous findings are still scattered and immature (Meier 2021). While larger companies have sufficient resources, personnel, and knowledge to engage in a digitalisation project, it is a significant challenge for SMEs as they generally lack the required competencies and qualifications (Hulla et al. 2021; Khalil et al. 2022); disruption of operations and weakened financial positions may cause significant financial consequences for them (Alam et al. 2022). Thus, SMEs are often overwhelmed by the speed of digital transformation (Gubán – Sándor 2021; Stoldt et al. 2018).

The empirical findings of Audretsch and Belitski (2021) demonstrate how developing IT capabilities and deploying innovative IT solutions and apps can help businesses overcome crises. The COVID-19 pandemic and its societal and economic consequences were considered an external shock whose challenges can be overcome by digitalisation measures, providing an opportunity for a digital breakthrough for a wide range of businesses. Amankwah-Amoah et al. (2021) confirm that the pandemic acted as a catalyst for adopting new technologies and practices. Likewise, Zahra (2021) underscores the growing significance of innovative digital solutions in daily business operations. A success story, for example, is that the transition to teleworking was implemented quite often overnight without significant previous experience (Carugati et al. 2020). Although a sizeable minority of firms remain non-digitalised globally (Tolba et al. 2022), rapid changes, like the introduction of publicly available artificial intelligence (AI) solutions (e.g., ChatGPT), create new challenges and opportunities for businesses (Soluk – Kammerlander 2020). However, Jalan et al. (2022) state that revolutionary expectations towards digitalisation tended to be overly optimistic, creating price bubbles in the technology sector.

Therefore, this paper attempts to extend the empirical literature on a specific topic, analysing the possible influencing factors of Hungarian entrepreneurs' activities and attitudes towards digitalisation during the COVID-19 pandemic.

The paper is structured as follows: The next chapter summarises the findings of the literature on the state and determining factors of digitalisation among SMEs, with a subsection dedicated to the potential impact of the COVID-19 pandemic. Following that, the methodology and results are presented. Subsequently, theory, policy, and practical implications are discussed. The paper concludes with a summary, which includes presenting the limitations of the results and potential avenues for further research.

2 Literature review

2.1 Digitalisation of SMEs

The Digital Economy and Society Index (DESI) tracks the digitalisation progress of European Union member states, offering insights into the integration of digital technologies into businesses. The DESI—integrated into the State of the Digital Decade report since 2023—is a composite index comprising four equally weighted components (European Commission 2022), namely (1) human capital, (2) connectivity, (3) integration of digital technology, and (4) digital public services. Hungary made significant progress concerning the implementation of broadband networks, and thus, connectivity is above the EU average, while the digitalisation of businesses and public services remains a major challenge, and the digital skills of the 16–74-year-old population are also significantly lower than the EU 2030 target of 80% (European Commission 2023a). The Digital Decade Report 2023 states, however, that the digitalisation of SMEs is still insufficient and uneven across the EU, and under the current trends, the targets cannot be met without further incentives and investments (European Commission 2023b). The underperformance of Hungarian SMEs is confirmed by the results of the Digimeter, a digital maturity index developed primarily based on the methodology of the Lloyds Bank UK Business Digital Index from 2020 to 2022, indicating that firms utilise IT solutions below their potential (Pintér 2023b). Endrődi-Kovács and Stukovszky (2021) also concluded that although Hungarian SMEs have progressed since 2010, they still perform below the EU average in all aspects. In addition to the DESI, some reliable data on the state of digitalisation in Hungary was published on Portfolio.hu (2016), indicating widespread adoption of basic digital solutions among SMEs but only limited professional usage. Aiming to manage these backlogs, the Hungarian government adopted the National Digitalisation Strategy (2022), which is aligned with the Digital Decade Policy Programme 2030 of the European Union.

According to the systematic review of Hungarian literature, the specificity of SMEs in digitalisation can be summarised as follows: Hungarian SMEs exhibit unique characteristics within corporate digitalisation, necessitating particular attention due to the challenges they face (Pintér 2023a). Key aspects include managerial preparedness, sector-wide development and maturity, measurability, and the distinct financing requirements for digitalisation investments, often reliant on grants. Gubán and Sándor (2021) propose that accounting for IT capabilities, knowledge, and skills is essential for successful digital transformation, suggesting that a thorough evaluation of corporate digital maturity (Sándor – Gubán 2022) may be necessary as a prerequisite.

SMEs are also experiencing the impact of digitalisation (Skare et al. 2023), and for manufacturing SMEs, employing new information technologies is crucial for maintaining competitiveness in global markets (Vieru et al. 2015). A good example is that manufacturing is based on so-called mass customisation, at least in Western countries (Marques et al. 2017). However, the objective is to achieve that at the speed and price level of mass production (Bogner et al. 2016). A challenge for SMEs, however, is that their capabilities, like skills, competencies, knowledge, etc., are rather limited for participating in such collaborative networks (Marques et al. 2017).

Kergroach (2021: 6) suggests that changing market conditions are likely to benefit smaller and more responsive businesses as emerging technologies (1) allow easier access to markets, (2) enable greater flexibility and reactivity in supply, and (3) reduce transaction costs, and therefore ‘the minimum efficient firm size required for high performance and productivity’. Digital technologies can help SMEs create new products and services and also boost performance (Khin – Ho 2018). The empirical findings of Rojas-García et al. (2024) show that the digital transformation of strategic processes in a logistics SME allows continuous market monitoring and increases both sales revenue and profit. Kulcsár and Nemeslaki (2023) found a significant and positive correlation between the Digital Business Integration Index (DBII), based on Porter's Value Chain model, and labour productivity in Hungarian companies. Furthermore, they also observed a correlation between DBII and IT capabilities. Noszkay (2021) also emphasises the anticipated positive effect of process automation on competitiveness. However, only 13% of Hungarian firms surveyed by the Hungarian National Bank reported some automation in September 2020 (Szepesi et al. 2021). Nonetheless, findings from Katona et al. (2023) indicate a growing adoption of Industry 4.0 practices among Hungarian firms, including small enterprises. They emphasise that both employee engagement and managerial support for cultural change are vital factors enabling the success of Industry 4.0 projects. Similarly, Bogner et al. (2016) conclude that although 90% of analysed German manufacturing companies have partially or even highly automated production processes, administrative processes are rarely automated. A significant barrier to digitalisation is, however, that manufacturing companies are typically more conservative and have rather thin margins (Wang et al. 2015). As Ullrich et al. (2017) emphasise, companies have the option to either incrementally transform their processes or undergo radical change by adopting fully digitalised systems, with the latter promising immediate access to the latest technologies. SMEs, however, typically do not have sufficient resources to engage in radical changes (Stoldt et al. 2018).

Based on existing literature, we can state that the overall digital development of the Hungarian SME sector is rather low, but our knowledge of how the motivations and attitudes of entrepreneurs/managers influence it is still limited. Therefore, to gain a deeper understanding of the progress in digitalisation, the following research question was formulated:

RQ1

What factors determine behaviour towards digitalisation among entrepreneurs in the SME sector?

2.2 Impact of the pandemic on the digitalisation of SMEs

The COVID-19 pandemic, as an unexpected and external shock, demonstrated that organisational resilience is essential for business. Accordingly, empirical evidence suggests that more resilient firms tend to perform significantly better during economic turbulence (Anwar et al. 2023). For traditional SMEs, digitalisation poses a challenge from two sides (Meier 2021): (1) the startups, whose leaders are typically younger and have high digital literacy and agile structures and processes and (2) the larger firms, which possess more resources, know-how, and knowledge. Although Kuckertz et al. (2020) suggest that the pandemic may threaten the innovation potential of startups, which should be protected, these businesses are designed to create a new product or service under conditions of extreme uncertainty (Ries 2019), as one of the most widespread startup definitions captures the essence. Accordingly, digital startups proved successful in providing solutions for the adversity created by the pandemic, promoting strategic and operational resilience (Santos et al. 2023). Moreover, data from the Global Entrepreneurship Monitor (GEM) indicates that established businesses face challenges not only from startups but also from younger firms. This is because a higher proportion of early-stage enterprises in 41 out of 45 economies expect to use more digital technologies than established ones (GEM (Global Entrepreneurship Monitor) 2024). Furthermore, low-income countries were catching up during the pandemic, resulting in a convergence among countries (Samsami – Schøtt 2022).

The absence and non-adoption of digital technologies in emerging and developing markets have led to the shutdown of business activities, emphasising the importance of digitalisation for SMEs during the pandemic (Akpan et al. 2022). Additionally, the pandemic has pushed SMEs to rapidly implement technology to maintain resilience, emphasising the influence of digital technologies on SMEs' resilience in developing countries (Khalil et al. 2022). This is confirmed by Tolba et al. (2022) using GEM data from 47 economies, as they found that the pandemic pushed early adopters of digital technologies to implement more and non-adopters to engage in digitalisation. Analysing a smaller sample of GEM countries, Schøtt et al. (2022) suggest that adoption of new technologies is ‘promoted by digitalization in the past, especially recent digitalization’.

The pandemic significantly impacted business strategy, particularly evident in employment practices, exploration of online sales channels, and development efforts, with a strategic shift towards remote work, temporary closures, and employee layoffs (Böcskei – Kis 2020). Therefore, remote working was considered the only way to keep business operations going (Yost 2020). Empirical findings show that despite all future uncertainties, only a minor share of Hungarian SMEs reported layoffs and made some efforts towards maintaining employment after the first wave of the pandemic (Csákné Filep et al. 2023). Remote work emerged as an efficient and popular option, as evidenced by data from the Hungarian Central Statistical Office (HCSO), showing that the proportion of people teleworking at least occasionally more than tripled between 2019 and 2023 in Hungary (HCSO n.d.).

The pandemic has accelerated the adoption of digital technologies among SMEs, as they have had to cope with environmental changes and business model transformations to survive (Priyono et al. 2020). The authors identified three digital transformation paths for Indonesian SMEs during the COVID-19 pandemic: (1) digital acceleration, when the firm has already laid the foundations for further development; (2) digitalisation of sales, when the business already communicates with its customers through digital channels; and (3) outsourcing digital operations to partners. Northern Italian SMEs' awareness of the strategic importance of information and communication technologies (ICT) has increased after the outbreak of the pandemic, and it has also increased their intention to adopt electronic resource planning (ERP) systems (Roffia – Mola 2022). Previous analyses show that those firms that adapted more quickly were already active in online sales channels (Szepesi – Pogácsás 2021). Still, a significant share of entrepreneurs reported that their businesses could function without digital technologies (Sági – Szennay 2022).

Empirical evidence based on GEM data shows that in years of economic shock, like the COVID-19 pandemic, economic hardship is the main driver of both opportunity- and necessity-driven entrepreneurship, while opportunity-driven entrepreneurship is not influenced by economic freedom, and necessity-driven entrepreneurship is also not increased by economic hardship in years without any economic shock (Núñez – Morales-Alonso 2024). Likewise, entrepreneurial motivations of (1) making a difference in the world and (2) building great wealth or a very high income significantly affect the intentions concerning digitalisation, while coefficients of both (1) continuing family traditions and (2) earning a living are insignificant (Schøtt et al. 2022).

In conclusion, the COVID-19 pandemic has accelerated the digitalisation of SMEs in the European Union, particularly in Central and Eastern Europe. It has underscored the importance of digital technologies for the survival and resilience of SMEs, leading to increased adoption of digital transformation paths and digital marketing strategies. The pandemic has forced SMEs to reevaluate their business models, strengthen their digital capabilities, and adapt to the new normal, highlighting the critical role of digitalisation in ensuring the survival and sustainability of SMEs during and beyond the pandemic. However, the level of digitalisation among Hungarian SMEs is lower than the EU average, and there is a research gap on how the pandemic contributed to the actual digital development of Hungarian enterprises. Therefore, the second research question aims to explore the impact of the COVID-19 pandemic on the digitalisation of Hungarian SMEs. Consequently, the first research question is as follows:

RQ2

How has the pandemic affected the digitalisation of Hungarian small and medium-sized enterprises?

3 Methodology

The analysis is based on the Hungarian annual population survey (APS) datasets of the Global Entrepreneurship Monitor (GEM) from the years between 2021 and 2023. The GEM, the world's foremost study of entrepreneurship, collects data from almost 50 countries directly from entrepreneurs each year (GEM (Global Entrepreneurship Monitor) 2022, 2023, 2024), using a centrally coordinated questionnaire, and the resulting data is thoroughly checked before they are released (gemconsortium.org, n.d.).

The APS is a representative survey of the total working-age population (n = 2000 for each year), from which the non-representative subsample of entrepreneurs is used. Thus, the merged dataset contains data on over 6,000 adults, of whom more than 1,000 are entrepreneurs (n = 359, n = 338, and n = 343 for the years 2021, 2022, and 2023, respectively). Examining three subsequent years may allow us to identify longer-term effects, and it also contributes to the robustness of the analysis.

As the GEM questionnaire—according to the GEM methodology—distinguishes different stages of entrepreneurship (see GEM (Global Entrepreneurship Monitor) 2024), some variables, for example, those concerning the motivations of starting a new business venture, were merged into one using the prefix ‘cons’ (Table 1).

Table 1.

Description of the variables analysed

Variable nameVariable labelScale of measurement
CRGROWExpectations for business growth much lower, somewhat lower, about the same as a year ago, somewhat higher or much higher?5 points Likert scale (5 = strongly agree)
CPNEWOPPThe coronavirus pandemic provided new opportunities that you want to pursue with this business.5 points Likert scale (5 = strongly agree)
CPTECH1In response to the coronavirus pandemic, is your business making use of digital technologies for selling your product or service?
CPTECH2Do you expect your business will use more digital technologies to sell your product or service in the next six months?
consMOTIV1To make a difference in the world5 points Likert scale (5 = strongly agree)
consMOTIV2To build great wealth or a very high income5 points Likert scale (5 = strongly agree)
consMOTIV3To continue a family tradition5 points Likert scale (5 = strongly agree)
consMOTIV4To earn a living because jobs are scarce5 points Likert scale (5 = strongly agree)

To provide a more comprehensive context on the state of digitalisation of Hungarian SMEs, the APS was complemented with data from a representative survey of SMEs conducted for the Budapest Business University (BBU) in the second half of May 2022. The sample (n = 506) is representative of those Hungarian enterprises that have (1) at least three employees and (2) a sales revenue of a minimum of HUF 50 million but can be considered SMEs according to the definition of the EU (Commission Recommendation of 6 May 2003 2003). The enterprises in the sample were selected by quota sampling, while the survey itself was filled out using the Computer-Assisted Telephone Interviewing (CATI) method. This dataset allows us to complement the comprehensive data on digitalisation and attitudes provided by the APS dataset with more nuanced features on the state of SMEs' digitalisation (e.g., usage of particular digital solutions). The representative SME survey, however, focused on larger businesses than GEM, as most entrepreneurs interviewed by GEM have no employees.

As most variables in the APS are measured on nominal or ordinal scales, Pearson's correlation and two-step cluster analysis were conducted. Cluster analysis is a viable method for two reasons: (1) to identify the most important variables to distinguish the clusters from each other, and (2) clusters can help to gain a better understanding of different groups of entrepreneurs. Two-step factor analysis is a viable tool for our purpose, as it can also be conducted for categorical data like GEM variables. All statistical analyses were conducted with IBM SPSS 29 software.

4 Results

Representative survey data conducted for the BBU in 2022 shows that most SMEs (92.4%) consider that their digital preparedness meets the sectoral average or better (see Table 2). This means the extensive usage of digital devices (e.g., cell phones/smartphones, laptops, PCs) and basic digital solutions (e.g., e-mail, online tax payments), while advanced digital solutions like using social media (28.7%), selling goods or services through their own website (27.3%), or even cloud storage on their own server (18.9%) or on a third-party server (15.5%) characterise only a minority of SMEs. Thus, we can conclude that digital devices can be found in virtually all SMEs, and two-thirds can also be reached by e-mail, but the prevalence of more sophisticated solutions is rather low.

Table 2.

Descriptive statistics of SMEs in the representative survey of the BBU

LocationDigital preparedness (self-assessment)
Budapest (capital)30.2%Significantly below the sectoral average0.8%
County seat18.9%Slightly below the sectoral average6.8%
Other Cities35.0%Meets the sectoral average74.2%
Town15.7%Slightly above the sectoral average15.9%
DNK/NA0.2%Significantly above the sectoral average2.3%
Sales revenue (2021)Employee number (actual)
HUF 50–99 million32.3%Less than 5 employees34.8%
HUF 100–199 million23.0%5–9 employees31.4%
HUF 200–499 million20.6%10–19 employees18.0%
HUF 500–999 million13.0%20–49 employees10.8%
HUF 1–4.9 billion9.4%50–99 employees3.3%
HUF 5–15 billion1.7%100–249 employees1.7%

Source: authors.

We conducted correlation analyses reflecting on the diverse personal experiences with digitalisation among SMEs and individual entrepreneurs. These analyses allow us to categorise business solutions into three groups (see Table 3): (1) widespread across sectors, with a Chi-square value above 0.05 (e.g., laptops, mobile phones, and personal computers); (2) a significant correlation (P < 0.05) between the sector and the use of specific business solutions (such as social media and online sales); (3) low prevalence across sectors, yet with a Chi-square value above 0.05 (e.g., cloud computing and owning a server). As expected, the use of social media and online sales is notably higher than average in the retail and wholesale trade sectors, along with tourism and hospitality.

Table 3.

Descriptive statistics of SMEs in the representative survey of the BBU

DescriptionPearson Chi-SquareUsing solutions for business purposesPrevalence across sectors
Cell phone/smartphone0.28482.5%(1) widespread across sectors
Laptop, notebook0.72080.4%(1) widespread across sectors
Personal computer0.06471.3%(1) widespread across sectors
E-mail communication with customers0.00367.7%(2) usage of specific business solutions
Online tax payment0.04661.4%(2) usage of specific business solutions
Search for business information0.36146.6%(1) widespread across sectors
Promotion of products and services via the website0.02136.1%(2) usage of specific business solutions
Tablet0.00129.6%(2) usage of specific business solutions
Social media0.00028.7%(2) usage of specific business solutions
Selling goods and services through your own website0.00127.3%(2) usage of specific business solutions
Request general business advice for your company0.00722.5%(2) usage of specific business solutions
Own server0.07420.2%(3) low prevalence across sectors
Cloud service for data storage on your own server0.63718.9%(3) low prevalence across sectors
Cloud service for data storage on the provider's server0.89614.5%(3) low prevalence across sectors
Own network0.03312.9%(2) usage of specific business solutions

Source: authors.

The APS data shows that most Hungarian entrepreneurs do not believe that the pandemic provided new business opportunities, and this perception is growing between 2021 and 2023. Nevertheless, COVID-19 somewhat accelerated the digitalisation efforts—approximately one-third of entrepreneurs have already planned to implement digital technologies, and an increasing number of them enhanced their initial plans concerning adopting new solutions (Table 4). One in three entrepreneurs, however, considers that even in 2023, their business can function without digital technologies. Expectations also raise concerns, as most entrepreneurs do not plan to use more digital technologies in the next six months. However, it is important to highlight that entrepreneurs who embraced new technologies in response to the pandemic are more inclined to anticipate increased use of digital technologies in the next six months (P < 0.001 for Chi-square in each year).

Table 4.

Frequencies of answers to some COVID-19-related questions in GEM APS (source: own elaboration)

202120222023
The coronavirus pandemic provided new opportunities that you want to pursue with this business.
Strongly disagree48.2%62.4%71.4%
Somewhat disagree22.4%17.8%11.7%
Neither agree nor disagree11.6%5.5%5.8%
Somewhat agree8.2%7.6%4.0%
Strongly agree9.6%6.8%7.1%
In response to the coronavirus pandemic, is your business making use of digital technologies for selling your product or service?
Yes – you adopted digital technologies in response to the coronavirus pandemic.13.2%9.1%8.2%
Yes – you enhanced the initial plans you had with new or improved digital technologies.14.5%16.2%23.1%
No – you already planned a range of digital technologies before the coronavirus pandemic.31.4%31.7%33.7%
No – your business can function without digital technologies.41.0%43.0%34.9%
Do you expect your business to use more digital technologies to sell your product or service in the next six months?
Yes23.7%29.3%33.6%
No71.4%63.5%58.9%
Maybe4.9%7.2%7.5%

Source: authors.

Pearson Chi-square tests conducted between entrepreneurial motivations and digitalisation yielded inconsistent results across the years analysed (see Table 5). However, significant correlations were observed in two subsequent years for three specific motives. Motivations related to continuing family traditions (in the years 2022 and 2023) and earning a living (in the years 2021 and 2022) were found to significantly correlate with the utilisation of digital technologies for selling products or services in response to COVID-19. Additionally, the entrepreneurial motivation to make a difference in the world showed a significant correlation with the expectation of increased use of digital technology in the next six months, observed in 2021 and 2022. Cramer's V values are, however, rather low in each case. Significant correlations between motivation and digitalisation were not consistently maintained across all three years analysed.

Table 5.

Pearson's correlation measures between digitalisation-related questions and entrepreneurial motivations

202120222023
Pearson Chi-SquareCramer's VPearson Chi-SquareCramer's VPearson Chi-SquareCramer's V
In response to the coronavirus pandemic, is your business making use of digital technologies for selling your product or service?
To make a difference in the world0.2590.1270.1280.1420.4470.121
To build great wealth or a very high income0.2080.1300.0020.1770.1510.138
To continue a family tradition0.2780.1260.0360.1550.0050.170
To earn a living because jobs are scarce0.0000.2010.0000.1920.9960.072
Do you expect your business to use more digital technologies to sell your product or service in the next six months?
To make a difference in the world0.0020.1600.0030.1620.2040.121
To build great wealth or a very high income0.4530.1040.1770.1240.0210.145
To continue a family tradition0.3440.1100.1510.1270.1690.124
To earn a living because jobs are scarce0.0000.1710.0530.1390.6980.095

Source: authors.

Three cluster models were created using different variable sets. The first one uses the variables shown in Table 1, while the other two include questions concerning (1) innovations (novelty of products/services sold, novelty of procedures and processes), (2) demographic attributes (gender, age) of the entrepreneur, and (3) export intensity and technology level of the sector. Although the variable concerning using more digital technology in the next six months proved important in each cluster model, the overall performance of the models is rather poor (see Table 6). This means that the variables included are unsuitable for separating the entrepreneurs into homogenous groups.

Table 6.

Main results of two-factor cluster analysis

Input variablesNumber of clustersSilhouette measure
base model840.1 (poor)
base model + innovation1030.1 (poor)
base model + gender + age1030.1 (poor)
base model + export intensity + technology level of the sector1030.1 (poor)

Source: authors.

5 Discussion and conclusion

The paper attempts to extend the empirical literature on a specific topic, analysing the possible influencing factors of Hungarian entrepreneurs' activities and attitudes towards digitalisation during the COVID-19 pandemic. The BBU's representative SMEs survey shows that virtually all SMEs use digital devices (e.g., smartphones, laptops, or PCs), and they can be reached via e-mail. In contrast, only a minority of SMEs use more sophisticated solutions, including online marketing or even social media. However, it can be explained at least partly by sectoral differences, as the use of social media and online sales is notably higher than average in the retail and wholesale trade sectors, along with tourism and hospitality. The overall digital backwardness of Hungarian enterprises and the low prevalence of more advanced digital solutions suggest serious competitiveness gaps. Effective business use of the relentless advance of AI requires firms to be highly digitalised. Firms that are not digitally prepared will not be able to reap the business benefits that AI can bring and will lag significantly behind those that can exploit its potential.

GEM data shows that most Hungarian entrepreneurs do not think that the COVID-19 pandemic would have provided new business opportunities, and this perception is growing between 2021 and 2023. Although the pandemic accelerated the implementation of digital solutions, most entrepreneurs do not expect to use more digital technology in the next six months. Therefore, we can conclude that although the pandemic did not cause a digital revolution among Hungarian enterprises, it promoted a more widespread use of new technologies.

There has been no consistent significant relationship between entrepreneurial motives and digitalisation-related variables in the years analysed. Although there is a weak relationship between entrepreneurial motivations and digital preparedness in some cases, suggesting that earning a living and maintaining a long-term business (continuing a family tradition) may influence SMEs' openness to digital development, they were identified only in two subsequent years and not the entire analysed period. Therefore, these results somewhat contradict the findings of Schøtt et al. (2022), which can be explained by (1) the longer analysed period and (2) regional/economic differences as well. Two-step cluster analyses were also conducted using IBM SPSS 29 software to determine factors influencing entrepreneurs' behaviours towards digitalisation. This method has the advantage that it can be used for both categorical and continuous variables. Although analyses were run using more variable sets, all of them had poor performance, so we can conclude that entrepreneurs cannot be classified based on their digitalisation.

Considering the competitiveness of the Hungarian SME sector, it is particularly important to encourage companies to develop digitally. The research data leads to the conclusion that most Hungarian SMEs do not have the kind of internal motivation that would act as a driver for digitalisation, and even the COVID-19 pandemic was not enough of an external shock to explode their digital development. Therefore, it is particularly important for policymakers to be involved in the digital development of the SME sector and to provide external incentives that stimulate digitalisation. In the absence of such incentives, digitally underdeveloped SMEs will not be able to apply the achievements of AI, thus widening and deepening their backwardness within the sector and in terms of international competitiveness.

As digital technologies, including online sales of goods and services, digital marketing, online presence, or even AI, have become a part of everyday life, entrepreneurs must adapt to new circumstances. Thus, the practical implication of our findings is that entrepreneurs should be open to new solutions and, thus, should improve their digital skills and consciously engage in new technologies instead of sticking to conventional processes and products. This progress generally fits more with the characteristics of SMEs, as they typically do not have sufficient resources to engage in radical transformations (Stoldt et al. 2018).

The paper contributes to the empirical literature by providing a deeper insight into both the state of digitalisation of Hungarian entrepreneurs and their expectations using survey data from the years between 2021 and 2023.

The policy implication of our results is that entrepreneurs cannot be classified based on their motives, export intensity, demographic characteristics, or even the novelty of their products or services sold. It means that the digitalisation of entrepreneurs is even, regardless of their main attributes. This means that incentives aimed at supporting the digital transformation of enterprises should not focus on some entrepreneurial segments but should be comprehensive. On the one hand, the results provide a comprehensive overview of Hungarian SMEs' perceptions of digitalisation, highlighting their low level of motivation and the fact that even the forceful nature of the global COVID-19 pandemic has not led to a breakthrough in respect to Hungarian enterprises' attitude towards digitalisation. On the other hand, based on the examination of the relationship between the entrepreneurial motivations of entrepreneurs and the digital development of their companies, the majority do not have an internal driving force that would encourage digitalisation efforts. The important message of the results is that since neither the external circumstances nor the internal incentives are sufficient to promote the digital development of Hungarian SMEs, it is necessary to use policy measures to encourage the adoption of more digital solutions and thereby maintain or even enhance their competitiveness.

The limitation of the paper is that the data from the Global Entrepreneurship Monitor survey, which is based on the adult population, cannot be considered representative of the Hungarian SME sector. Nevertheless, we believe that the direction of the results obtained is reliable, as it is in line with the available data on the subject. The weakness resulting from the lack of representativeness is somewhat mitigated by the results of the BBU SME representative survey.

Research into the level of digitalisation of the SME sector and the development of digitalisation is particularly important in an environment dominated by the rise of AI. Similar to the present study, studies describing the digitalisation situation of SMEs provide an important basis for mapping the causes of the digitalisation lag and for determining the directions in which the digital development of enterprises can be supported. As previous analyses (Samsami – Schøtt 2022; Schøtt et al. 2022; Tolba et al. 2022) showed, significant differences occur among countries and regions in terms of the digitalisation of enterprises. Thus, regional analyses can help gain a deeper understanding of phenomena and their determining factors. A review of international results and comparative studies can help identify practical solutions and good practices.

Acknowledgement

The paper has been supported by project no. TKP2021-NKTA-44, which has been implemented with the support provided by the Ministry of Innovation and Technology of Hungary from the National Research, Development and Innovation Fund, financed under the TKP2021-NKTA funding scheme.

References

  • Akpan, I. J.UdohE. A. P.Adebisi, B. (2022): Small Business Awareness and Adoption of State-Of-The-Art Technologies in Emerging and Developing Markets, and Lessons from the COVID-19 Pandemic. Journal of Small Business & Entrepreneurship 34(2): 123140. https://doi.org/10.1080/08276331.2020.1820185.

    • Search Google Scholar
    • Export Citation
  • Alam, K.Ali, M. A.Erdiaw-Kwasie, M. O.Murray, P. A.Wiesner, R. (2022): Digital Transformation Among SMEs: Does Gender Matter? Sustainability 14(1): Article 1. https://doi.org/10.3390/su14010535.

    • Search Google Scholar
    • Export Citation
  • Amankwah-Amoah, J.Khan, Z.Wood, G.Knight, G. (2021): COVID-19 and Digitalization: The Great Acceleration. Journal of Business Research 136: 602611. https://doi.org/10.1016/j.jbusres.2021.08.011.

    • Search Google Scholar
    • Export Citation
  • Anwar, A.Coviello, N.Rouziou, M. (2023): Weathering a Crisis: A Multi-Level Analysis of Resilience in Young Ventures. Entrepreneurship Theory and Practice 47(3): 864892. https://doi.org/10.1177/10422587211046545.

    • Search Google Scholar
    • Export Citation
  • Audretsch, D. B.Belitski, M. (2021): Knowledge Complexity and Firm Performance: Evidence from the European SMEs. Journal of Knowledge Management 25(4): 693713. https://doi.org/10.1108/JKM-03-2020-0178.

    • Search Google Scholar
    • Export Citation
  • Böcskei, E.Kis, V. (2020): Fókuszpontban a digitalizáció—A pandémia vállalatokra gyakorolt hatásai [Focus on Digitalisation - The Impact of the Pandemic on Businesses]. In Kovács, T.Szóka, K. (eds): „Gazdaságvédelem és pénzügyi kiutak” pénzügyi, adózási és számviteli szakmai és tudományos konferencia [“Economic Protection and Financial Exits” professional and academic conference on finance, taxation and accounting]. http://publicatio.uni-sopron.hu/1968/1/SPN_2020_Konferenciak%C3%B6tet.pdf, accessed 26/06/2024.

    • Search Google Scholar
    • Export Citation
  • Bogner, E.Voelklein, T.Schroedel, O.Franke, J. (2016): Study Based Analysis on the Current Digitalization Degree in the Manufacturing Industry in Germany. Procedia CIRP 57 :1419. https://doi.org/10.1016/j.procir.2016.11.004.

    • Search Google Scholar
    • Export Citation
  • Carugati, A.Mola, L.Plé, L.Lauwers, M.Giangreco, A. (2020): Exploitation and Exploration of IT in Times of Pandemic: From Dealing with Emergency to Institutionalising Crisis Practices. European Journal of Information Systems 29(6): 762777. https://doi.org/10.1080/0960085X.2020.1832868.

    • Search Google Scholar
    • Export Citation
  • Commission Recommendation of 6 May 2003 (2003): Concerning the Definition of Micro, Small and Medium-Sized Enterprises. 2003/361/EC. http://data.europa.eu/eli/reco/2003/361/oj/eng, accessed 26/06/2024.

    • Search Google Scholar
    • Export Citation
  • Csákné Filep, J.Szennay, Á.Radácsi, L. (2023): Examining Success Factors of Hungarian SMEs During Multiple Crises. In: Nedelko, Z.Korez Vide, R. (eds): Conference Proceedings of the 7th FEB International Scientific Conference: Strengthening Resilience by Sustainable Economy and Business—Towards the SDGs. Maribor: University of Maribor, University Press, pp. 163170.

    • Search Google Scholar
    • Export Citation
  • Decision (EU) 2022/2481 of the European Parliament and of the Council of 14 December 2022 Establishing the Digital Decade Policy Programme 2030. No. 2022/2481. https://eur-lex.europa.eu/eli/dec/2022/2481/oj, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • Endrődi-Kovács, V.Stukovszky, T. (2021): The Adoption of Industry 4.0 and Digitalisation of Hungarian SMEs. Society and Economy 44(1): 138158. https://doi.org/10.1556/204.2021.00024.

    • Search Google Scholar
    • Export Citation
  • European Commission (2022): Digital Economy and Society Index (DESI) 2022—Methodological Note. https://ec.europa.eu/newsroom/dae/redirection/document/88557, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • European Commission (2023a): 2023 Report on the State of the Digital Decade—Annex Hungary. https://ec.europa.eu/newsroom/dae/redirection/document/98648, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • European Commission (2023b): Report on the State of the Digital Decade 2023. https://ec.europa.eu/newsroom/dae/redirection/document/98641, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • Eurostat (2022): EU Small and Medium-Sized Enterprises: An overview. https://ec.europa.eu/eurostat/web/products-eurostat-news/-/edn-20220627-1, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • GEM (Global Entrepreneurship Monitor). (2022): Global Entrepreneurship Monitor 2021/2022. Global Report: Opportunity Amid Disruption. https://gemconsortium.org/report/gem-20212022-global-report-opportunity-amid-disruption, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • GEM (Global Entrepreneurship Monitor). (2023): Global Entrepreneurship Monitor 2022/2023 Global Report: Adapting to a “New Normal”. https://gemconsortium.org/file/open?fileId=51147, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • GEM (Global Entrepreneurship Monitor). (2024): Global Entrepreneurship Monitor 2023/2024 Global Report: 25 Years and Growing. https://www.gemconsortium.org/report/global-entrepreneurship-monitor-gem-20232024-global-report-25-years-and-growing, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • gemconsortium.org (n.d.). GEM Global Entrepreneurship Monitor—Methodology. GEM Global Entrepreneurship Monitor. https://www.gemconsortium.org/wiki/1599, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • Gubán Á.Sándor Á. (2021): A KKV-k digitálisérettség-mérésének lehetőségei [Opportunities to Measure the Digital Maturity of SMEs]. Vezetéstudomány/Budapest Management Review 52(3): Article 3. https://doi.org/10.14267/VEZTUD.2021.03.02.

    • Search Google Scholar
    • Export Citation
  • HCSO (n.d.). 20.2.1.21. Change of Teleworking of Employees, 3 Months Mean Data. Retrieved 29 January 2024, from https://www.ksh.hu/stadat_files/mun/en/mun0117.html, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • Hulla, M.Herstätter, P.Wolf, M.Ramsauer, C. (2021): Towards Digitalization in Production in SMEs – A Qualitative Study of Challenges, Competencies and Requirements for Trainings. Procedia CIRP 104: 887892. https://doi.org/10.1016/j.procir.2021.11.149.

    • Search Google Scholar
    • Export Citation
  • Jalan, A.Matkovskyy, R.Potì, V. (2022): Shall the Winning Last? A Study of Recent Bubbles and Persistence. Finance Research Letters 45 :102162. https://doi.org/10.1016/j.frl.2021.102162.

    • Search Google Scholar
    • Export Citation
  • Katona A.Birkner Z.Németh K.Péter E. (2023): Ipari digitalizációra való felkészülés eltérő méretű hazai cégeknél [Preparation for Industrial Digitalisation in Domestic Firms of Different Sizes]. Vezetéstudomány/Budapest Management Review 54(6): Article 6. https://doi.org/10.14267/VEZTUD.2023.06.04.

    • Search Google Scholar
    • Export Citation
  • Kergroach, S. (2021): SMEs Going Digital: Policy Challenges and Recommendations. Going Digital Toolkit Note 15. https://goingdigital.oecd.org/data/notes/No15_ToolkitNote_DigitalSMEs.pdf, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • Khalil, A.Abdelli, M. E. A.Mogaji, E. (2022): Do Digital Technologies Influence the Relationship between the COVID-19 Crisis and SMEs’ Resilience in Developing Countries? Journal of Open Innovation: Technology, Market, and Complexity 8(2): 100. https://doi.org/10.3390/joitmc8020100.

    • Search Google Scholar
    • Export Citation
  • Khin, S.Ho, T. C. (2018): Digital Technology, Digital Capability and Organizational Performance: A Mediating Role of Digital Innovation. International Journal of Innovation Science 11(2): 177195. https://doi.org/10.1108/IJIS-08-2018-0083.

    • Search Google Scholar
    • Export Citation
  • Kuckertz, A.Brändle, L.Gaudig, A.Hinderer, S.Morales Reyes, C. A.Prochotta, A.Steinbrink, K. M.Berger, E. S. C. (2020): Startups in Times of Crisis – A Rapid Response to the COVID-19 Pandemic. Journal of Business Venturing Insights 13 :e00169. https://doi.org/10.1016/j.jbvi.2020.e00169.

    • Search Google Scholar
    • Export Citation
  • Kulcsár I. G.Nemeslaki A. (2023): A digitalizáció hatása a feldolgozóipari vállalatok üzleti teljesítményére Magyarországon [The Effect of Digitalisation on Business Performance of Manufacturing Companies in Hungary]. Vezetéstudomány/Budapest Management Review 54(9): Article 9. https://doi.org/10.14267/VEZTUD.2023.09.03.

    • Search Google Scholar
    • Export Citation
  • Madgavkar, A.Piccitto, M.White, O.Ramirez, M. J.Mischke, J.Chockalingam, K. (2024): A Microscope on Small Businesses Spotting Opportunities to Boost Productivity. McKinsey Global Institute.

    • Search Google Scholar
    • Export Citation
  • Marques, M.Agostinho, C.Zacharewicz, G.Jardim-Gonçalves, R. (2017): Decentralized Decision Support for Intelligent Manufacturing in Industry 4.0. JAISE 9: 299313. https://doi.org/10.3233/AIS-170436.

    • Search Google Scholar
    • Export Citation
  • Meier, A. (2021): Systematic Review of the Literature on SME Digitalization: Multi-Sided Pressure on Existing SMEs. In: Schallmo, D. R. A.Tidd, J. (eds): Digitalization: Approaches, Case Studies, and Tools for Strategy, Transformation and Implementation. Cham: Springer International Publishing, pp. 257276. https://doi.org/10.1007/978-3-030-69380-0_14.

    • Search Google Scholar
    • Export Citation
  • National Digitalisation Strategy (2022): Nemzeti Digitalizációs Stratégia (National Digitalisation Strategy) 2022–2030. https://cdn.kormany.hu/uploads/document/6/60/602/60242669c9f12756a2b104f8295b866a8bb8f684.pdf, accessed 29/06/2024.

    • Search Google Scholar
    • Export Citation
  • Noszkay, E. (2021): Vállalati, vállalkozói válaszok, aktivitások a COVID-19 járvány fenyegető kihívásainak idején [Corporate and Entrepreneurial Responses and Activities in the Face of the Looming Challenges of the COVID-19 Epidemic]. Polgári Szemle 17(1–3): 95116. https://doi.org/10.24307/psz.2021.0708.

    • Search Google Scholar
    • Export Citation
  • Núñez, Y. M.Morales-Alonso, G. (2024): Longitudinal Study of Necessity- and Opportunity-Based Entrepreneurship upon COVID Lockdowns—The Importance of Misery and Economic Freedom Indexes. Technological Forecasting and Social Change 200: 123079. https://doi.org/10.1016/j.techfore.2023.123079.

    • Search Google Scholar
    • Export Citation
  • Pintér R. (2023a): A magyar kis- és középvállalkozások digitális érettsége: A Digiméter index: elméleti megalapozás [The Digital Maturity of Hungarian Small and Medium Sized Enterprises; The Digimeter Index: Theoretical Introduction]. Vezetéstudomány/Budapest Management Review 54(9): Article 9. https://doi.org/10.14267/VEZTUD.2023.09.02.

    • Search Google Scholar
    • Export Citation
  • Pintér R. (2023b): A magyar kis-és középvállalkozások digitális érettsége: A Digiméter index: az eredmények ismertetése [The Digital Maturity of Hungarian Small and Medium Sized Enterprises; The Digimeter Index: Research Results]. Vezetéstudomány/Budapest Management Review 54(10) Article 10. https://doi.org/10.14267/VEZTUD.2023.10.06.

    • Search Google Scholar
    • Export Citation
  • Portfolio.hu (2016): Egyetlen infografikán a magyar cégek digitális érettsége [Digital Maturity of Hungarian Firms on a Single Infographic]. Portfolio.hu. https://www.portfolio.hu/uzlet/20160923/egyetlen-infografikan-a-magyar-cegek-digitalis-erettsege-237700, accessed 29/06/2024.

    • Search Google Scholar
    • Export Citation
  • Priyono, A.Moin, A.Putri, V. N. A. O. (2020): Identifying Digital Transformation Paths in the Business Model of SMEs during the COVID-19 Pandemic. Journal of Open Innovation: Technology, Market, and Complexity 6(4): 104. https://doi.org/10.3390/joitmc6040104.

    • Search Google Scholar
    • Export Citation
  • Ries E. (2019): Lean Startup - Hogyan tegyük ötleteinket sikeressé és fenntarthatóvá? [Lean Startup - How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses] Budapest: HVG.

    • Search Google Scholar
    • Export Citation
  • Roffia, P.Mola, L. (2022): Is COVID-19 Enough? Which Underestimated Conditions Characterise the Adoption of Complex Information Infrastructures in Small and Medium-Sized Enterprises. Journal of Business Research 144 :12491255. https://doi.org/10.1016/j.jbusres.2021.12.083.

    • Search Google Scholar
    • Export Citation
  • Rojas-García, J. A.Elias-Giordano, C.Quiroz-Flores, J. C.Nallusamy, S. (2024): Profitability Enhancement by Digital Transformation and Canvas Digital Model on Strategic Processes in Post-Covid-19 in Logistics SMEs. Social Sciences & Humanities Open 9 :100777. https://doi.org/10.1016/j.ssaho.2023.100777.

    • Search Google Scholar
    • Export Citation
  • Sági, J.Szennay, Á. (2022): A COVID-19 pandémia első évének magyar vállalkozásokra gyakorolt hatása, különös tekintettel a fenntarthatósággal kapcsolatos kérdésekre [The Impact of the First Year of the COVID-19 Pandemic on Hungarian Businesses, with a Special Focus on Sustainability Issues]. Polgári Szemle 18(1–3): 8097. https://doi.org/10.24307/psz.2022.1107.

    • Search Google Scholar
    • Export Citation
  • Samsami, M.Schøtt, T. (2022): Past, Present, and Intended Digitalization Around the World: Leading, Catching up, Forging Ahead, and Falling Behind. Naše Gospodarstvo/Our Economy 68(3): 19.

    • Search Google Scholar
    • Export Citation
  • Sándor, Á.Gubán, Á. (2022): A Multi-Dimensional Model to the Digital Maturity Life-Cycle for SMEs. International Journal of Information Systems and Project Management 10(3): Article 3. https://doi.org/10.12821/ijispm100303.

    • Search Google Scholar
    • Export Citation
  • Santos, S. C.Liguori, E. W.Garvey, E. (2023): How Digitalization Reinvented Entrepreneurial Resilience during COVID-19. Technological Forecasting and Social Change 189 :122398. https://doi.org/10.1016/j.techfore.2023.122398.

    • Search Google Scholar
    • Export Citation
  • Schøtt, T.Kunday, Ö.Boutaleb, F.Menipaz, E.Rahman, W.Bouhaddioui, C.Pereira-Laverde, F.Grijalba, M. (2022): Intention to Adopt Digital Technology in Businesses: Promoted by Early and Recent Digitalization and Embedded in Societal and Temporal Contexts. Applied Psychology 20 :423446.

    • Search Google Scholar
    • Export Citation
  • Skare, M.de las Mercedes de Obesso, M.Ribeiro-Navarrete, S. (2023): Digital Transformation and European Small and Medium Enterprises (SMEs): A Comparative Study Using Digital Economy and Society Index Data. International Journal of Information Management 68 :102594. https://doi.org/10.1016/j.ijinfomgt.2022.102594.

    • Search Google Scholar
    • Export Citation
  • Soluk, J.Kammerlander, N. (2020): Digitale Transformation und Künstliche Intelligenz in Familienunternehmen. In: Kollmann, T. (ed.): Handbuch Digitale Wirtschaft. Springer Fachmedien, pp. 117. https://doi.org/10.1007/978-3-658-17345-6_94-1.

    • Search Google Scholar
    • Export Citation
  • Stoldt, J.Trapp, T. U.Toussaint, S.Süße, M.Schlegel, A.Putz, M. (2018): Planning for Digitalisation in SMEs Using Tools of the Digital Factory. Procedia CIRP 72 :179184. https://doi.org/10.1016/j.procir.2018.03.100.

    • Search Google Scholar
    • Export Citation
  • Szepesi, B.Pogácsás, P. (2021, June 10): Tanuljunk belőle, ha már megszenvedtük – a koronavírus válság a vállalkozások szemszögéből [Let's Learn from it, if We've Already Suffered – The Coronavirus Crisis from a Business Perspective]. Corvinák. https://corvinak.hu/en/gazdasag/2021/06/10/tanuljunk-belole-ha-mar-megszenvedtuk-a-koronavirus-valsag-a-vallalkozasok-szemszogebol, accessed 26/06/2024.

    • Search Google Scholar
    • Export Citation
  • Szepesi B.Pogácsás P.Aranyi-Aszalós V.Klauda Z.Mink B.Puskás Z.Szabó D. A.Virágh Enikő. (2021): A koronavírus-járvány hatása a magyar vállalkozásra [The Impact of the Coronavirus Epidemic on Hungarian Business. IFKA Közhasznú Nonprofit Kft. https://ifka.hu/medias/970/akoronavirus-jarvanyhatasaamagyarvallalkozasokra.pdf, accessed 26/06/2024.

    • Search Google Scholar
    • Export Citation
  • Tolba, A.Karadeniz, E.Boutaleb, F.Bouhaddioui, C.Menipaz, E.Pereira, F.Bueno, Y.Alsaeed, M.Schøtt, T. (2022): Exports during the Pandemic: Enhanced by Digitalization. Small Enterprise Research 29(3): 308327. https://doi.org/10.1080/13215906.2022.2141846.

    • Search Google Scholar
    • Export Citation
  • Ullrich, A.Thim, C.Vladova, G.Gronau, N. (2017): Wandlungsbereitschaft und Wandlungsfähigkeit von Mitarbeitern bei der Transformation zu Industrie 4.0. In: Reinheimer, S. (ed.): Industrie 4.0: Herausforderungen, Konzepte und Praxisbeispiele. Springer Fachmedien, pp. 91115. https://doi.org/10.1007/978-3-658-18165-9_7.

    • Search Google Scholar
    • Export Citation
  • Vieru, D.Bourdeau, S.Bernier, A.Yapo, S. (2015): Digital Competence: A Multi-Dimensional Conceptualization and a Typology in an SME Context. Proceedings of the Annual Hawaii International Conference on System Sciences 2015: 46814690. https://doi.org/10.1109/HICSS.2015.557.

    • Search Google Scholar
    • Export Citation
  • Wang, L.Törngren, M.Onori, M. (2015): Current Status and Advancement of Cyber-Physical Systems in Manufacturing. Journal of Manufacturing Systems 37 :517527. https://doi.org/10.1016/j.jmsy.2015.04.008.

    • Search Google Scholar
    • Export Citation
  • Yost, C. W. (2020, February 28): What’s Your Company’s Emergency Remote-Work Plan? Harvard Business Review. https://hbr.org/2020/02/whats-your-companys-emergency-remote-work-plan, accessed 26/06/2024.

    • Search Google Scholar
    • Export Citation
  • Zahra, S. A. (2021): International Entrepreneurship in the Post Covid World. Journal of World Business 56(1), 101143. https://doi.org/10.1016/j.jwb.2020.101143.

    • Search Google Scholar
    • Export Citation
  • Akpan, I. J.UdohE. A. P.Adebisi, B. (2022): Small Business Awareness and Adoption of State-Of-The-Art Technologies in Emerging and Developing Markets, and Lessons from the COVID-19 Pandemic. Journal of Small Business & Entrepreneurship 34(2): 123140. https://doi.org/10.1080/08276331.2020.1820185.

    • Search Google Scholar
    • Export Citation
  • Alam, K.Ali, M. A.Erdiaw-Kwasie, M. O.Murray, P. A.Wiesner, R. (2022): Digital Transformation Among SMEs: Does Gender Matter? Sustainability 14(1): Article 1. https://doi.org/10.3390/su14010535.

    • Search Google Scholar
    • Export Citation
  • Amankwah-Amoah, J.Khan, Z.Wood, G.Knight, G. (2021): COVID-19 and Digitalization: The Great Acceleration. Journal of Business Research 136: 602611. https://doi.org/10.1016/j.jbusres.2021.08.011.

    • Search Google Scholar
    • Export Citation
  • Anwar, A.Coviello, N.Rouziou, M. (2023): Weathering a Crisis: A Multi-Level Analysis of Resilience in Young Ventures. Entrepreneurship Theory and Practice 47(3): 864892. https://doi.org/10.1177/10422587211046545.

    • Search Google Scholar
    • Export Citation
  • Audretsch, D. B.Belitski, M. (2021): Knowledge Complexity and Firm Performance: Evidence from the European SMEs. Journal of Knowledge Management 25(4): 693713. https://doi.org/10.1108/JKM-03-2020-0178.

    • Search Google Scholar
    • Export Citation
  • Böcskei, E.Kis, V. (2020): Fókuszpontban a digitalizáció—A pandémia vállalatokra gyakorolt hatásai [Focus on Digitalisation - The Impact of the Pandemic on Businesses]. In Kovács, T.Szóka, K. (eds): „Gazdaságvédelem és pénzügyi kiutak” pénzügyi, adózási és számviteli szakmai és tudományos konferencia [“Economic Protection and Financial Exits” professional and academic conference on finance, taxation and accounting]. http://publicatio.uni-sopron.hu/1968/1/SPN_2020_Konferenciak%C3%B6tet.pdf, accessed 26/06/2024.

    • Search Google Scholar
    • Export Citation
  • Bogner, E.Voelklein, T.Schroedel, O.Franke, J. (2016): Study Based Analysis on the Current Digitalization Degree in the Manufacturing Industry in Germany. Procedia CIRP 57 :1419. https://doi.org/10.1016/j.procir.2016.11.004.

    • Search Google Scholar
    • Export Citation
  • Carugati, A.Mola, L.Plé, L.Lauwers, M.Giangreco, A. (2020): Exploitation and Exploration of IT in Times of Pandemic: From Dealing with Emergency to Institutionalising Crisis Practices. European Journal of Information Systems 29(6): 762777. https://doi.org/10.1080/0960085X.2020.1832868.

    • Search Google Scholar
    • Export Citation
  • Commission Recommendation of 6 May 2003 (2003): Concerning the Definition of Micro, Small and Medium-Sized Enterprises. 2003/361/EC. http://data.europa.eu/eli/reco/2003/361/oj/eng, accessed 26/06/2024.

    • Search Google Scholar
    • Export Citation
  • Csákné Filep, J.Szennay, Á.Radácsi, L. (2023): Examining Success Factors of Hungarian SMEs During Multiple Crises. In: Nedelko, Z.Korez Vide, R. (eds): Conference Proceedings of the 7th FEB International Scientific Conference: Strengthening Resilience by Sustainable Economy and Business—Towards the SDGs. Maribor: University of Maribor, University Press, pp. 163170.

    • Search Google Scholar
    • Export Citation
  • Decision (EU) 2022/2481 of the European Parliament and of the Council of 14 December 2022 Establishing the Digital Decade Policy Programme 2030. No. 2022/2481. https://eur-lex.europa.eu/eli/dec/2022/2481/oj, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • Endrődi-Kovács, V.Stukovszky, T. (2021): The Adoption of Industry 4.0 and Digitalisation of Hungarian SMEs. Society and Economy 44(1): 138158. https://doi.org/10.1556/204.2021.00024.

    • Search Google Scholar
    • Export Citation
  • European Commission (2022): Digital Economy and Society Index (DESI) 2022—Methodological Note. https://ec.europa.eu/newsroom/dae/redirection/document/88557, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • European Commission (2023a): 2023 Report on the State of the Digital Decade—Annex Hungary. https://ec.europa.eu/newsroom/dae/redirection/document/98648, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • European Commission (2023b): Report on the State of the Digital Decade 2023. https://ec.europa.eu/newsroom/dae/redirection/document/98641, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • Eurostat (2022): EU Small and Medium-Sized Enterprises: An overview. https://ec.europa.eu/eurostat/web/products-eurostat-news/-/edn-20220627-1, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • GEM (Global Entrepreneurship Monitor). (2022): Global Entrepreneurship Monitor 2021/2022. Global Report: Opportunity Amid Disruption. https://gemconsortium.org/report/gem-20212022-global-report-opportunity-amid-disruption, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • GEM (Global Entrepreneurship Monitor). (2023): Global Entrepreneurship Monitor 2022/2023 Global Report: Adapting to a “New Normal”. https://gemconsortium.org/file/open?fileId=51147, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • GEM (Global Entrepreneurship Monitor). (2024): Global Entrepreneurship Monitor 2023/2024 Global Report: 25 Years and Growing. https://www.gemconsortium.org/report/global-entrepreneurship-monitor-gem-20232024-global-report-25-years-and-growing, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • gemconsortium.org (n.d.). GEM Global Entrepreneurship Monitor—Methodology. GEM Global Entrepreneurship Monitor. https://www.gemconsortium.org/wiki/1599, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • Gubán Á.Sándor Á. (2021): A KKV-k digitálisérettség-mérésének lehetőségei [Opportunities to Measure the Digital Maturity of SMEs]. Vezetéstudomány/Budapest Management Review 52(3): Article 3. https://doi.org/10.14267/VEZTUD.2021.03.02.

    • Search Google Scholar
    • Export Citation
  • HCSO (n.d.). 20.2.1.21. Change of Teleworking of Employees, 3 Months Mean Data. Retrieved 29 January 2024, from https://www.ksh.hu/stadat_files/mun/en/mun0117.html, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • Hulla, M.Herstätter, P.Wolf, M.Ramsauer, C. (2021): Towards Digitalization in Production in SMEs – A Qualitative Study of Challenges, Competencies and Requirements for Trainings. Procedia CIRP 104: 887892. https://doi.org/10.1016/j.procir.2021.11.149.

    • Search Google Scholar
    • Export Citation
  • Jalan, A.Matkovskyy, R.Potì, V. (2022): Shall the Winning Last? A Study of Recent Bubbles and Persistence. Finance Research Letters 45 :102162. https://doi.org/10.1016/j.frl.2021.102162.

    • Search Google Scholar
    • Export Citation
  • Katona A.Birkner Z.Németh K.Péter E. (2023): Ipari digitalizációra való felkészülés eltérő méretű hazai cégeknél [Preparation for Industrial Digitalisation in Domestic Firms of Different Sizes]. Vezetéstudomány/Budapest Management Review 54(6): Article 6. https://doi.org/10.14267/VEZTUD.2023.06.04.

    • Search Google Scholar
    • Export Citation
  • Kergroach, S. (2021): SMEs Going Digital: Policy Challenges and Recommendations. Going Digital Toolkit Note 15. https://goingdigital.oecd.org/data/notes/No15_ToolkitNote_DigitalSMEs.pdf, accessed 25/03/2024.

    • Search Google Scholar
    • Export Citation
  • Khalil, A.Abdelli, M. E. A.Mogaji, E. (2022): Do Digital Technologies Influence the Relationship between the COVID-19 Crisis and SMEs’ Resilience in Developing Countries? Journal of Open Innovation: Technology, Market, and Complexity 8(2): 100. https://doi.org/10.3390/joitmc8020100.

    • Search Google Scholar
    • Export Citation
  • Khin, S.Ho, T. C. (2018): Digital Technology, Digital Capability and Organizational Performance: A Mediating Role of Digital Innovation. International Journal of Innovation Science 11(2): 177195. https://doi.org/10.1108/IJIS-08-2018-0083.

    • Search Google Scholar
    • Export Citation
  • Kuckertz, A.Brändle, L.Gaudig, A.Hinderer, S.Morales Reyes, C. A.Prochotta, A.Steinbrink, K. M.Berger, E. S. C. (2020): Startups in Times of Crisis – A Rapid Response to the COVID-19 Pandemic. Journal of Business Venturing Insights 13 :e00169. https://doi.org/10.1016/j.jbvi.2020.e00169.

    • Search Google Scholar
    • Export Citation
  • Kulcsár I. G.Nemeslaki A. (2023): A digitalizáció hatása a feldolgozóipari vállalatok üzleti teljesítményére Magyarországon [The Effect of Digitalisation on Business Performance of Manufacturing Companies in Hungary]. Vezetéstudomány/Budapest Management Review 54(9): Article 9. https://doi.org/10.14267/VEZTUD.2023.09.03.

    • Search Google Scholar
    • Export Citation
  • Madgavkar, A.Piccitto, M.White, O.Ramirez, M. J.Mischke, J.Chockalingam, K. (2024): A Microscope on Small Businesses Spotting Opportunities to Boost Productivity. McKinsey Global Institute.

    • Search Google Scholar
    • Export Citation
  • Marques, M.Agostinho, C.Zacharewicz, G.Jardim-Gonçalves, R. (2017): Decentralized Decision Support for Intelligent Manufacturing in Industry 4.0. JAISE 9: 299313. https://doi.org/10.3233/AIS-170436.

    • Search Google Scholar
    • Export Citation
  • Meier, A. (2021): Systematic Review of the Literature on SME Digitalization: Multi-Sided Pressure on Existing SMEs. In: Schallmo, D. R. A.Tidd, J. (eds): Digitalization: Approaches, Case Studies, and Tools for Strategy, Transformation and Implementation. Cham: Springer International Publishing, pp. 257276. https://doi.org/10.1007/978-3-030-69380-0_14.

    • Search Google Scholar
    • Export Citation
  • National Digitalisation Strategy (2022): Nemzeti Digitalizációs Stratégia (National Digitalisation Strategy) 2022–2030. https://cdn.kormany.hu/uploads/document/6/60/602/60242669c9f12756a2b104f8295b866a8bb8f684.pdf, accessed 29/06/2024.

    • Search Google Scholar
    • Export Citation
  • Noszkay, E. (2021): Vállalati, vállalkozói válaszok, aktivitások a COVID-19 járvány fenyegető kihívásainak idején [Corporate and Entrepreneurial Responses and Activities in the Face of the Looming Challenges of the COVID-19 Epidemic]. Polgári Szemle 17(1–3): 95116. https://doi.org/10.24307/psz.2021.0708.

    • Search Google Scholar
    • Export Citation
  • Núñez, Y. M.Morales-Alonso, G. (2024): Longitudinal Study of Necessity- and Opportunity-Based Entrepreneurship upon COVID Lockdowns—The Importance of Misery and Economic Freedom Indexes. Technological Forecasting and Social Change 200: 123079. https://doi.org/10.1016/j.techfore.2023.123079.

    • Search Google Scholar
    • Export Citation
  • Pintér R. (2023a): A magyar kis- és középvállalkozások digitális érettsége: A Digiméter index: elméleti megalapozás [The Digital Maturity of Hungarian Small and Medium Sized Enterprises; The Digimeter Index: Theoretical Introduction]. Vezetéstudomány/Budapest Management Review 54(9): Article 9. https://doi.org/10.14267/VEZTUD.2023.09.02.

    • Search Google Scholar
    • Export Citation
  • Pintér R. (2023b): A magyar kis-és középvállalkozások digitális érettsége: A Digiméter index: az eredmények ismertetése [The Digital Maturity of Hungarian Small and Medium Sized Enterprises; The Digimeter Index: Research Results]. Vezetéstudomány/Budapest Management Review 54(10) Article 10. https://doi.org/10.14267/VEZTUD.2023.10.06.

    • Search Google Scholar
    • Export Citation
  • Portfolio.hu (2016): Egyetlen infografikán a magyar cégek digitális érettsége [Digital Maturity of Hungarian Firms on a Single Infographic]. Portfolio.hu. https://www.portfolio.hu/uzlet/20160923/egyetlen-infografikan-a-magyar-cegek-digitalis-erettsege-237700, accessed 29/06/2024.

    • Search Google Scholar
    • Export Citation
  • Priyono, A.Moin, A.Putri, V. N. A. O. (2020): Identifying Digital Transformation Paths in the Business Model of SMEs during the COVID-19 Pandemic. Journal of Open Innovation: Technology, Market, and Complexity 6(4): 104. https://doi.org/10.3390/joitmc6040104.

    • Search Google Scholar
    • Export Citation
  • Ries E. (2019): Lean Startup - Hogyan tegyük ötleteinket sikeressé és fenntarthatóvá? [Lean Startup - How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses] Budapest: HVG.

    • Search Google Scholar
    • Export Citation
  • Roffia, P.Mola, L. (2022): Is COVID-19 Enough? Which Underestimated Conditions Characterise the Adoption of Complex Information Infrastructures in Small and Medium-Sized Enterprises. Journal of Business Research 144 :12491255. https://doi.org/10.1016/j.jbusres.2021.12.083.

    • Search Google Scholar
    • Export Citation
  • Rojas-García, J. A.Elias-Giordano, C.Quiroz-Flores, J. C.Nallusamy, S. (2024): Profitability Enhancement by Digital Transformation and Canvas Digital Model on Strategic Processes in Post-Covid-19 in Logistics SMEs. Social Sciences & Humanities Open 9 :100777. https://doi.org/10.1016/j.ssaho.2023.100777.

    • Search Google Scholar
    • Export Citation
  • Sági, J.Szennay, Á. (2022): A COVID-19 pandémia első évének magyar vállalkozásokra gyakorolt hatása, különös tekintettel a fenntarthatósággal kapcsolatos kérdésekre [The Impact of the First Year of the COVID-19 Pandemic on Hungarian Businesses, with a Special Focus on Sustainability Issues]. Polgári Szemle 18(1–3): 8097. https://doi.org/10.24307/psz.2022.1107.

    • Search Google Scholar
    • Export Citation
  • Samsami, M.Schøtt, T. (2022): Past, Present, and Intended Digitalization Around the World: Leading, Catching up, Forging Ahead, and Falling Behind. Naše Gospodarstvo/Our Economy 68(3): 19.

    • Search Google Scholar
    • Export Citation
  • Sándor, Á.Gubán, Á. (2022): A Multi-Dimensional Model to the Digital Maturity Life-Cycle for SMEs. International Journal of Information Systems and Project Management 10(3): Article 3. https://doi.org/10.12821/ijispm100303.

    • Search Google Scholar
    • Export Citation
  • Santos, S. C.Liguori, E. W.Garvey, E. (2023): How Digitalization Reinvented Entrepreneurial Resilience during COVID-19. Technological Forecasting and Social Change 189 :122398. https://doi.org/10.1016/j.techfore.2023.122398.

    • Search Google Scholar
    • Export Citation
  • Schøtt, T.Kunday, Ö.Boutaleb, F.Menipaz, E.Rahman, W.Bouhaddioui, C.Pereira-Laverde, F.Grijalba, M. (2022): Intention to Adopt Digital Technology in Businesses: Promoted by Early and Recent Digitalization and Embedded in Societal and Temporal Contexts. Applied Psychology 20 :423446.

    • Search Google Scholar
    • Export Citation
  • Skare, M.de las Mercedes de Obesso, M.Ribeiro-Navarrete, S. (2023): Digital Transformation and European Small and Medium Enterprises (SMEs): A Comparative Study Using Digital Economy and Society Index Data. International Journal of Information Management 68 :102594. https://doi.org/10.1016/j.ijinfomgt.2022.102594.

    • Search Google Scholar
    • Export Citation
  • Soluk, J.Kammerlander, N. (2020): Digitale Transformation und Künstliche Intelligenz in Familienunternehmen. In: Kollmann, T. (ed.): Handbuch Digitale Wirtschaft. Springer Fachmedien, pp. 117. https://doi.org/10.1007/978-3-658-17345-6_94-1.

    • Search Google Scholar
    • Export Citation
  • Stoldt, J.Trapp, T. U.Toussaint, S.Süße, M.Schlegel, A.Putz, M. (2018): Planning for Digitalisation in SMEs Using Tools of the Digital Factory. Procedia CIRP 72 :179184. https://doi.org/10.1016/j.procir.2018.03.100.

    • Search Google Scholar
    • Export Citation
  • Szepesi, B.Pogácsás, P. (2021, June 10): Tanuljunk belőle, ha már megszenvedtük – a koronavírus válság a vállalkozások szemszögéből [Let's Learn from it, if We've Already Suffered – The Coronavirus Crisis from a Business Perspective]. Corvinák. https://corvinak.hu/en/gazdasag/2021/06/10/tanuljunk-belole-ha-mar-megszenvedtuk-a-koronavirus-valsag-a-vallalkozasok-szemszogebol, accessed 26/06/2024.

    • Search Google Scholar
    • Export Citation
  • Szepesi B.Pogácsás P.Aranyi-Aszalós V.Klauda Z.Mink B.Puskás Z.Szabó D. A.Virágh Enikő. (2021): A koronavírus-járvány hatása a magyar vállalkozásra [The Impact of the Coronavirus Epidemic on Hungarian Business. IFKA Közhasznú Nonprofit Kft. https://ifka.hu/medias/970/akoronavirus-jarvanyhatasaamagyarvallalkozasokra.pdf, accessed 26/06/2024.

    • Search Google Scholar
    • Export Citation
  • Tolba, A.Karadeniz, E.Boutaleb, F.Bouhaddioui, C.Menipaz, E.Pereira, F.Bueno, Y.Alsaeed, M.Schøtt, T. (2022): Exports during the Pandemic: Enhanced by Digitalization. Small Enterprise Research 29(3): 308327. https://doi.org/10.1080/13215906.2022.2141846.

    • Search Google Scholar
    • Export Citation
  • Ullrich, A.Thim, C.Vladova, G.Gronau, N. (2017): Wandlungsbereitschaft und Wandlungsfähigkeit von Mitarbeitern bei der Transformation zu Industrie 4.0. In: Reinheimer, S. (ed.): Industrie 4.0: Herausforderungen, Konzepte und Praxisbeispiele. Springer Fachmedien, pp. 91115. https://doi.org/10.1007/978-3-658-18165-9_7.

    • Search Google Scholar
    • Export Citation
  • Vieru, D.Bourdeau, S.Bernier, A.Yapo, S. (2015): Digital Competence: A Multi-Dimensional Conceptualization and a Typology in an SME Context. Proceedings of the Annual Hawaii International Conference on System Sciences 2015: 46814690. https://doi.org/10.1109/HICSS.2015.557.

    • Search Google Scholar
    • Export Citation
  • Wang, L.Törngren, M.Onori, M. (2015): Current Status and Advancement of Cyber-Physical Systems in Manufacturing. Journal of Manufacturing Systems 37 :517527. https://doi.org/10.1016/j.jmsy.2015.04.008.

    • Search Google Scholar
    • Export Citation
  • Yost, C. W. (2020, February 28): What’s Your Company’s Emergency Remote-Work Plan? Harvard Business Review. https://hbr.org/2020/02/whats-your-companys-emergency-remote-work-plan, accessed 26/06/2024.

    • Search Google Scholar
    • Export Citation
  • Zahra, S. A. (2021): International Entrepreneurship in the Post Covid World. Journal of World Business 56(1), 101143. https://doi.org/10.1016/j.jwb.2020.101143.

    • Search Google Scholar
    • Export Citation
  • Collapse
  • Expand

Editor-in-chief: Balázs SZENT-IVÁNYI

Co-Editors:

  • Péter MARTON (Corvinus University, Budapest)
  • István KÓNYA (Corvinus University, Budapest)
  • László SAJTOS (The University of Auckland)
  • Gábor VIRÁG (University of Toronto)

Associate Editors:

  • Tamás BOKOR (Corvinus University, Budapest)
  • Sándor BOZÓKI (Corvinus University Budapest)
  • Bronwyn HOWELL (Victoria University of Wellington)
  • Hintea CALIN (Babeş-Bolyai University)
  • Christian EWERHART (University of Zürich)
  • Clemens PUPPE (Karlsruhe Institute of Technology)
  • Zsolt DARVAS (Bruegel)
  • Szabina FODOR (Corvinus University Budapest)
  • Sándor GALLAI (Corvinus University Budapest)
  • László GULÁCSI (Óbuda University)
  • Dóra GYŐRFFY (Corvinus University Budapest)
  • György HAJNAL (Corvinus University Budapest)
  • Krisztina KOLOS (Corvinus University Budapest)
  • Alexandra KÖVES (Corvinus University Budapest)
  • Lacina LUBOR (Mendel University in Brno)
  • Péter MEDVEGYEV (Corvinus University Budapest)
  • Miroslava RAJČÁNIOVÁ (Slovak University of Agriculture)
  • Ariel MITEV (Corvinus University Budapest)
  • Éva PERPÉK (Corvinus University Budapest)
  • Petrus H. POTGIETER (University of South Africa)
  • Sergei IZMALKOV (MIT Economics)
  • Anita SZŰCS (Corvinus University Budapest)
  • László TRAUTMANN (Corvinus University Budapest)
  • Trenton G. SMITH (University of Otago)
  • György WALTER (Corvinus University Budapest)
  • Zoltán CSEDŐ (Corvinus University Budapest)
  • Zoltán LŐRINCZI (Ministry of Human Capacities)

Society and Economy
Institute: Corvinus University of Budapest
Address: Fővám tér 8. H-1093 Budapest, Hungary
Phone: (36 1) 482 5406
E-mail: balazs.szentivanyi@uni-corvinus.hu

Indexing and Abstracting Services:

  • CABELLS Journalytics
  • DOAJ
  • International Bibliographies IBZ and IBR
  • International Political Science Abstracts
  • JSTOR
  • SCOPUS
  • RePEc
  • Referativnyi Zhurnal

 

2023  
Scopus  
CiteScore 1.5
CiteScore rank Q2 (Sociology and Political Science)
SNIP 0.496
Scimago  
SJR index 0.243
SJR Q rank Q3

Society and Economy
Publication Model Gold Open Access
Submission Fee none
Article Processing Charge 900 EUR/article with enough waivers
Regional discounts on country of the funding agency World Bank Lower-middle-income economies: 50%
World Bank Low-income economies: 100%
Further Discounts Sufficient number of full waiver available. Editorial Board / Advisory Board members: 50%
Corresponding authors, affiliated to an EISZ member institution subscribing to the journal package of Akadémiai Kiadó: 100%
Subscription Information Gold Open Access

Society and Economy
Language English
Size B5
Year of
Foundation
1972
Volumes
per Year
1
Issues
per Year
4
Founder Budapesti Corvinus Egyetem
Founder's
Address
H-1093 Budapest, Hungary Fővám tér 8.
Publisher Akadémiai Kiadó
Publisher's
Address
H-1117 Budapest, Hungary 1516 Budapest, PO Box 245.
Responsible
Publisher
Chief Executive Officer, Akadémiai Kiadó
ISSN 1588-9726 (Print)
ISSN 1588-970X (Online)