Scherpereel, Christopher M. (2002) IQSOFT Ltd Hungary a case for change: Working paper series--02-15. Working Paper. NAU W.A. Franke College of Business.
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Abstract
This case is set in the emerging markets of Central Europe, shortly after the fall of communism. IQSOFT Ltd Hungary is a small information technology firm spun off from the government operated Computer Technology Coordination Institute, an institute that controlled all information technology activity in Hungary during the communist rule. With very little capital, IQSOFT Ltd found itself competing in the same market with some of the largest, most powerful, multinational companies. During a series of transitions, IQSOFT Ltd demonstrates tremendous resilience and adaptability to the constantly changing environment. This case takes the reader inside IQSOFT during a period of relative stability. Although stable, the constant struggle to find new sources of revenue has left IQSOFT with an extensive, diverse, and unfocused product/service portfolio. Since IQSOFT Ltd.'s inception, the internal organization had changed, Hungary had changed, and the information systems market had changed. The directors of IQSOFT Ltd realized that their organization had evolved to meet the survival needs of the company, but the question was: would the organization meet its future needs? Balint Domolki (managing director), Julia Sipka (commercial director), and Tamas Langer (technical director), met to discuss whether the evolution of IQSOFT Ltd. would be sustain the company's future success.
| Item Type: | Monograph (Working Paper) |
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| Publisher’s Statement: | Copyright, where appropriate, is held by the author. |
| ID number or DOI: | 02-15 |
| Keywords: | Working paper, business case, case teaching method, companies in transition, information technology firms |
| Subjects: | H Social Sciences > HF Commerce |
| NAU Depositing Author Academic Status: | Faculty/Staff |
| Department/Unit: | The W.A. Franke College of Business |
| Date Deposited: | 07 Jan 2016 23:33 |
| URI: | http://openknowledge.nau.edu/id/eprint/1622 |
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