Author: Vladimir-Codrin Ionescu
Introduction. The innovative potential of a nation is determined by its members’ creative capacity, as well as by the design and implementation of strategies and policies that are meant to support the devise, experimentation and application of new ideas, respectively the transformation thereof both into tangible goods (products and services) and intangible ones (knowledge).
Aim of the study. The present paper approaches innovation as a vector of the new knowledge-based society, which consists of the main actions undertaken by the EU within the context of the “European Year of Creativity and Innovation”, as well as of the actions promoted through the Initiative known as “A Union of Innovation”, comprised by the Europe Strategy 2020. The final part of the paper illustrates the essential role of universities in developing knowledge-based and innovation- based society.
Keywords: innovation, knowledge-based society, intelligent growth, community actions, university.
Introduction. In an international landscape characterized by continuous structural changes and a growing competitive pressure, the role of SMEs is becoming increasingly important, in their capacity as providers of employment opportunities and key-players in the prosperity of local and regional communities.
Aim of the study. The paper highlights evolutionary benchmarks of the EU SMEs, with special reference to three indicators, namely the number of firms, number of employees and gross value added. The main EU documents relating to SMEs are briefly presented, specifically the “European Charter for Small Enterprises” and “Small Business Act” for Europe. In the final part of the paper we have analyzed the “skills and innovation” principle, which is of major importance in the context of the “A Union of Innovation” Initiative, included in the Europe 2020 Strategy.
Keywords: European Union, SMEs, Small Business Act, skills and innovation.
JEL Classification: L25, L26, M10, M21, O10.
Introduction. An effective leadership, an evolutionary organizational culture and permanent connection to change may ensure a company’s success within an ever more dynamic competitive environment. The scientific approach of this paper is in line with theoretical and applied research in the field by the presentation of the connections existing among leadership, organizational culture and organizational change.
Aim of the study. The paper highlights the triad “vision – motivation – momentum”, the mission and the defining coordinates of leadership, the complementarity “new – tradition” in organizational culture, the stages of the change management process and the role of managers and leaders in the preparation and implementation of change projects. Leadership is essential in building and developing an appropriate cultural model, which, in its turn, is an important vector of organizational change processes in modern companies.
Keywords: leadership, organizational culture, organizational change, managers, leaders.
JEL Classification: M10, M12, M14.
Introduction. Innovation is an integrating part of the re-vitalization plan of EU economy and it is one of the seven initiatives comprised in the 2020 Europe Strategy. The European Union supports through active policies the creative-innovative processes, as illustrated by the Cohesion Policy Program for 2007-2013 and by the ”Horizon 2020” Program for Research and Innovation.
Aim of the study. The present paper presents, from an organizational perspective, relevant aspects related to the question of innovation and innovation management, while pointing out the most important internal and external factors that favour the introduction of innovation into the sphere of processes that are run by organizations, as well as into the sphere of products and services provided by organizations. At the same time, the paper briefly presents the essential attributes of organizations which obtain competitive sustainable advantages through innovation.
Keywords: organization, innovation, management of innovation, contextual factors, intraorganizational factors, competitive advantage.
JEL Classification: D83, L21, L25, O31, O32.
Introduction. On a long term Romania’s economic and social development potential looks quite promising thanks to the potential that SMEs pose and that must be encouraged and stimulated to capitalize current and potential business opportunities.
Aim of the study. The present paper gives an overview of Romanian SMEs within the European context, while analysing the number and proportion of firms and their employees, as well as the added value that the SMEs sector brings to economy. Similarly, the present paper analyses demographic evolution of SMEs and their density, regarded as a strategic indicator that reflects, from a quantitative perspective, the development stage of SMEs in Romania and in relation to the EU. The last section of the paper illustrates various aspects regarding the position that Romania occupies in the EC as to the implementation of the Small Business Act for Europe.
Keywords: SMEs, number of employees, added value, demographic evolution, density of SMEs, SBA for Europe.
JEL Classification: L25, L26, M10, M21, O10.
Introduction. Contemporary organizations need to understand the meaning of change and to tackle it as a source for improving processes and activities, aiming at increasing the performance and competitiveness.
Aim of the study. The paper presents approaches to organizational change and highlights the fundamental objectives which the organizations set for themselves by designing and implementing organizational change programs. The conceptual framework of the change management is defined and the stages of the change management process are presented. In the final part of the paper the problem of resistance to change is highlighted by explaining the content of the stages that employees go through in the process of adapting to change within organizations.
Keywords: organizational change, change management, resistance to change, objectives, competitiveness.
JEL Classification: M10, M12, L21.
Introduction. The turbulent business environment has inevitably led to an increase in competition, especially in saturated markets of products and services. The economic development of the organization will indisputably depend on the multidimensional concept of intellectual capital. Man continues to be the primary factor within the organization through his creative capacity and also by his receptiveness to self-development. Obtaining strategic advantage is based on innovation, intangible resources of the organization and the use of competitive intelligence.
Aim of the study. In this paper we present a few aspects regarding the reflection of knowledge and intellectual capital focused on organizational processes in relation to the creation and development of the competitive advantage.
Keywords: knowledge, organizational management, competitive advantage, intellectual capital.
JEL Classification: M19, O34, L25.
Introduction. Currently, the small and medium enterprises sector is a factor of sustainable development, with a significant contribution to GDP creation and providing jobs in most economies. Economic strategies and policies in the European Union, USA and Japan lay major emphasis on encouraging entrepreneurship and the development of the small and medium enterprises sector as a balancing factor at micro- and macroeconomic level.
Aim of the study. The paper approaches important issues on the small and medium enterprises sector as a vector of economic development in the contemporary period. It presents the SMEs delimitation criteria in the microeconomic landscape used in the European Union, USA and Japan. It also highlights the preoccupations manifested at European and world level in terms of promoting entrepreneurship activities, materialized in organizing summits and major events dedicated to small and medium enterprises, as well as in the operationalization of funding programs for them. The last part of this paper reflects issues related to the support SMEs receive at institutional level, emphasizing areas of assistance, support programs and services that various institutions and bodies offer to develop the small and medium sector.
Keywords: SMEs, defining criteria, financial support, institutional support, programs, areas of assistance.
JEL Classification: L25, L26, M10, M21, O10.
Introduction. In today’s economic climate, in which great emphasis is laid on information, organizations get the highest value from their intellectual property rather than from their physical assets. Thus the organization is redefined and transformed gradually in the New Economy, which gives up on many of the old methods and approaches, seeking to integrate in the much more complex reality that occurs. The progress of an organization in a knowledge economy is directly proportional to its accumulated intellectual capital and knowledge, regardless of whether we relate to public or private sector.
Aim of the study. In this paper, we present a few aspects on the reflection of knowledge management and intellectual capital in the new economy.
Keywords: knowledge, organizational management, information, economic development, intellectual capital, knowledge management
JEL Classification: M19, O34, L25
Introduction. The entrepreneur is one of the main pawns of a competitive market economy, as he creates and develops organizations, thereby contributing decisively to the strengthening of the small and medium enterprises sector in contemporary economies.
Aim of the study. This paper aims to addresses important issues regarding the economic dimension of the entrepreneurial phenomenon, showing that entrepreneurship also manifests itself in other spheres of human activity such as education, social interaction, culture, politics, etc. The paper summarizes the main coordinates that define the conceptual framework of the entrepreneur and, at the same time, it exposes and analyzes some of the most important qualities that an entrepreneur should have in order to cope with the current business environment successfully.
Keywords: entrepreneur, SMEs, entrepreneurial phenomenon, entrepreneurial environment.
JEL Classification: L26, M10, M21, O10.