Browsing: Uncategorized

Introduction. Nowadays, entrepreneurs, hoping to meet the growing demand, should feel responsible for the methods and results of their operations. To do this, they must in his business concentrate not only on the purely business – the company’s profit, but also to determine the impact of they business on society.
Aim of the study. There is in the paper, the analysis of the Grenelle II act from Corporate Social Responsibility reporting point of view. France has long been an important global champion of corporate sustainability reporting. While this trend has advanced the integration of CSR into business practices, the increasing number of regulations has also made it more complicated and costly for international companies to create reports that fulfill the differing requirements of each foreign law. The Grenelle 2 law adopted in July 2010, implements the Grenelle 1 goals. It sets specific objectives, strategic, incentives and regulations. This Act aims at forcing companies to progress in reporting their environmental and social information: there is no sanction (such as fines), requirements are on a “comply or explain” basis and the implementation is progressive. The main advantage of such an Grenelle II Act is a beginning and will have to be rewritten and improved, taking into account the international movement – is to shift minds regarding CSR. CSR and extra-financial information has nothing to do with communication anymore: it is clearly a strategic and management process, facilitated by the reporting process.
Keywords: CRS, Corporate Social Responsibility reporting, Corporate Social Responsibility indicators, Grenelle

Introduction. Many objective or subjective factors influence the decision to open a business. The most important factors are: the existence of an adequate opportunity or a market, perception that starting a business could be difficult because of bureaucracy, financial barriers or the need to acquire new skills, a lack of money, etc. Also, entrepreneurial behavior is generally influenced by socio-economic status of the family of origin [1]. Thus, children from wealthy families have the “competitive advantage” to receive an education appropriate for managing a business and of course have the necessary financial resources and its start [2]. However, abilities of every individual can “correct’’ these benefits are completely eliminated/reduced exogenous barriers [3].
Aim of the study. In this article I will present the results of a pilot study conducted in 2014 at Bucharest employees to observe their entrepreneurial behavior.
Keywords: employee, entrepreneurial behavior, risk taking, stability.

Introduction. In public institution the development of the concept of intellectual capital (understand simultaneously as human, structural and relational capital) mean the rise of the organisation`s competitiveness and the beget of structural capital (potential subsequently invested to achieve knowledge), respective the power building-up in efficient action – meaning the consolidation and development of success obtained in competition. The term of intellectual capital add up a sum of values, knowledges, abilities and habitudes of the employees, and also those cumulated on organisational level within what we call organisational culture, the final goal of its evolution being to obtain the optimal managerial efficiency. 
Aim of the study. This paper aims to highlight that the adequate exploitation of intellectual capital, obtained through the adequate exploitation of intellectual potential, of the individual and collective capabilities, capacities and performances ale the human potential mean to rich the maximum efficiency of institution. Repetitively application of an adequate management of individual career – materialized through a superior management of intellectual capital – will represent, in the end, an intelligent, creative and performant management of institutions/organisations.
Keywords: Labour training, firm employment decision, promotion, general personnel economics, intellectual capital, system improvement, synergy, manager training, continue formation knowledge management, human capital, occupational choice skills, professional labour markets, occupational licensing.
JEL Classification: M50, M51, M53, M54, J24, J44