Author: Vladimir-Codrin Ionescu
Introduction. The evolutionary trend of the global economy brings to the forefront the need to forecast and introduce new modalities to innovate strategic management systems focusing on the preoccupations regarding the continuous modernization and improvement of the strategic variants of coordination of the organization.
Aim of the study. In organizational context, innovation has various materializations, it includes both product and technology renewal, but it also takes into account organizational changes or the application of new business models. Applying such changes may have effects on quality and market share, ensuring improved competitiveness.
Keywords: innovation, innovation in management, organizational management, forecasting tools in innovation
JEL Classification: L21, M20, O31
Introduction. The future of organizations depends decisively on their ability to constantly improve their technologies and processes and, on this basis, to develop new products and services that correspond in quantitative and qualitative terms to the evermore diversified requirements of the demand bearers.
Aim of the study. The paper addresses relevant aspects related to creativity and innovation as inexhaustible sources of sustainable competitive advantages. The conceptual framework of creativity is defined and the important phases of a creative process are delimited. The main types of innovations are briefly presented, while at the same time the variables defining the innovation capacity of organizations are revealed. The final section of the paper highlights the key role of management in stimulating creative and innovative processes within organizations and in developing innovative projects.
Keywords: organization, creativity, innovation, management, sustainable competitive advantage.
JEL Classification: M10, L21, O31, O32.
Introduction. The dynamics of the business environment has led to a growing competition. Everyone dreams of their own business. The question is: how do I create a business and how do I develop it? Do I have entrepreneurial skills? Given the decline in purchasing power, one of the most sensitive aspects of the economic system is also emphasized: the price. The difference between companies lies in the service provided for consumers as an additional element for purchasing the product.
Aim of the study. A new type of economic offer appears: the experience, which represents the quality of the time that the consumer spends with that company. What you sell is the very experience. Experiences are a new source of value and are events that involve people at a personal level. The new offer of experiences occurs whenever a company intentionally uses its services as a stage and its goods as stage props in order to involve a client.
Keywords: entrepreneur, innovation, entrepreneurship, entrepreneurial skills.
JEL Classification: L25, M21, O16
Introduction. The entrepreneur is a key character of the economy with a competitive market that translates into business ideas by taking advantage of opportunities offered by the market.
Aim of the study. The paper sets out representative approaches in relation to the entrepreneur, developed over time by reputed economics and management specialists. The best known and quoted classifications of entrepreneurs set out in the specialized literature, namely the one elaborated by the American Professor John B. Miner and the STRATOS typology, are presented and analyzed in a comparative vision. The strengths and vulnerabilities of each type of entrepreneur in the two types presented are systematically emphasized. Also, the main variables defining entrepreneurial spirit and the most important forces that determine it are highlighted and explained in the paper.
Keywords: entrepreneur, business idea, business opportunity, entrepreneurial spirit.
JEL Classification: L26, M10, M21, O10.
Introduction. Given that organizational development is achieved through the design and implementation of some change projects, several representative models of organizational change developed over time by recognized personalities in the field of change management are presented and analyzed. Based on the analysis of these models, the paper proposes a model of organizational change applicable to companies operating in the contemporary business environment.
Aim of the study. Organizational development is influenced by the continuous improvement of the processes and activities carried out and, implicitly, of the results obtained. In this context, this paper offers a perspective on organizational development by exposing some reference approaches from specialized literature, highlighting the “management system – strategy – organizational culture” trinomial.
Keywords: organization, organizational development, change, change model.
JEL Classification: M10, M21, L21, O21.
Introduction. Entrepreneurs, managers and leaders are important players in a competitive market economy. Entrepreneurs create and develop businesses, by manifesting initiative and entrepreneurship, which are real drivers of economic development in the contemporary period. Managers design and implement organizational strategies and policies, the fundamental objective of which is to obtain sustainable competitive advantages. Leaders, through their informal authority, charisma and their ability to relate and communicate, give credibility and consistency to entrepreneurial and managerial actions. Entrepreneurs and managers need to gain the support of leaders in substantiating, adopting and implementing organizational change projects, which are essential in an increasingly dynamic business environment.
Aim of the study. The paper provides an integrated perspective on issues related to entrepreneurs, managers and leaders, highlighting similarities, differences and points of interference among them.
Keywords: organization, change, entrepreneurs, managers, leaders
JEL Classification: L26, M10, M21, O10
Introduction. Every crisis teaches its own lesson. From the multitude of economic and social phenomena, the crisis has a baleful force, both through the energies it engages and through the energies it consumes through manifestation. The crisis is the hardest lesson that forces us to be careful so that we can avoid it, overcome it. Crises can be “managed” to become bearable. The attitude of the management, expressed concretely by the activity of the leaders on different hierarchical levels, comes to maintain and influence the performances of the organization, to support the dynamics of the change processes and to help, in this way, to design and achieve the strategic vision.
Aim of the study. This paper intends to present some strategic visions and ways of exercising the missions of leaders in organizations determined by the requirements for change.
Keywords: management, organization, change management, crisis, strategic vision
JEL Classification: G10, M10, M15
Introduction. In a constantly changing and evolving market worldwide, each organization seeks to shape and develop appropriate leadership, so that it responds to all the demands arising in the organization’s internal and external environment. Organizational culture imposes itself as the best way for operating in a successful manner. The members of the organization must develop a belief shared by the same values, attitudes, habits and written or unwritten rules that directly influence their activity. Culture needs to evolve in order for the organization to remain relevant in a changing environment. In this sense, changing the organizational culture is not an easy process, as the members of the organization are often reluctant to new things, having a behavior that implies weaker results.
Aim of the study. This paper aims to highlight a few models of organizational culture, approaches, features, characteristics and implementation strategies. At the same time, the paper offers a brief review of the empirical research of the terms published in the specialized literature, including various conceptual frameworks such as: “corporate culture”, “workplace culture”, “business culture”, but also an analysis of the organizational culture that is permanently created and modified so as to ensure the continuity and efficiency of the organization.
Keywords: organizational culture, corporate culture, workplace culture, business culture, models of organizational culture
JEL Classification: M10, M14, L21
Introduction. The paper approaches in a correlative vision the issues of entrepreneurship and intrapreneurship, as vectors of the development of organizations in the contemporary economy. Relevant aspects regarding the entrepreneurial phenomenon and respectively the intrapreneurial phenomenon are presented, highlighting similarities, major differences, as well as areas of interference between them. The scientific approach continues with the exposition of important elements regarding the entrepreneur and the intrapreneur, as main actors of the entrepreneurial and intrapreneurial phenomena.
Aim of the study. Through the approached themes, the paper highlights aspects found in all types of organizations operating in the current business environment, considering that entrepreneurship is mainly linked to micro-enterprises and small companies, while intrapreneurship is manifested mostly in medium- and large-sized organizations.
Keywords: organization, entrepreneurship, intrapreneurship, entrepreneur, intrapreneur
JEL Classification: L26, M10, M21, O10.