Browsing: 2020

Introduction. After the year of 2000, a major event would take place, that would reshape the way we see the past and allow us to even find out about our personal pasts. This event bears the name of <>. Through it, many new collections and funds have entered the research circuit. This would have a big impact not only for historical research, but also for normal people. This would allow them to right the wrongs that have been done to them by the communist regimes and to find out where they came from. That being said, this would allow researchers to monetize on this work outside the academic realm and create new entrepreneurs. Historians such as Dumitru Lăcătușu and Mihai Burcea have previously explained the importance of the liberalization of the archives. Still, up until now, nobody showed its entrepreneurial potential.

Aim of the study. The aims of the paper are to present the archival revolution and its impact in history and entrepreneurship. The author uses qualitative and quantitative methods of documents research. Also, in order to fulfill the goals of the paper, an interdisciplinary approach was absolutely necessary. In this respect, the author makes use of other sciences, such as economy, sociology, anthropology and law.
Keywords: archival revolution, entrepreneurship, communist era, liberalization.
JEL Classification: L26, N00

Introduction. The crisis caused by the COVID 19 virus has affected both the economic environment and the daily lives of all citizens. Despite the restrictions imposed by the pandemic, some companies have understood to continue their activity, to train their staff, to inform their suppliers and customers. The main problems faced by organizations, in addition to those inherent in the decrease in turnover, lack of liquidity, were those related to staff. Digitization has been accelerated in all environments and areas of activity. For a good development of the activity in the remote working system, the managers were put in the situation to redefine their management, orientation and control. The change was not only related to the use of new technology and remote work, but also to the transition in a time of crisis, dominated by panic and concern for citizens for their own safety and health.

Aim of the study. The purpose of this article is not limited to an analysis of the literature, but presents certain aspects from which we can learn lessons for finding and applying the right solutions in practice, especially for managers who face the challenges of coordinating remote teams. One of the important challenges that managers face in leading remote teams is communication. Communicating unclear, incomplete or ambiguous messages is very risky, and the effects can be disastrous. Crisis communication must have a single source of presentation of the truth, it must be clear, simple and humane. The essential element of distance communication refers to being very accurate.
Keywords: Digitalization, COVID 19, work force, leadership, management and communication.
JEL Classification: M12, M15, M53, M54, D83

Introduction. The article analyzes two case studies of recent cultural entrepreneurship from Romania, namely the Communist Consumer Museum in Timișoara and the Ferestroika Museum in Bucharest. Based on secondary literature about recent entrepreneurial developments in post-socialist countries and on participant observation, the article aims to construe the internal advantages and weaknesses of the two museums, as well as the opportunities and threats which exist in their regional and national entrepreneurial ecosystems, in order to identify possible means by which the two endeavors can withstand the current period, marked by economic turbulence.

Aim of the study. The article argues that while such projects are part of a larger entrepreneurial ecosystem, at a worldwide level, which relies heavily on retromania (i.e. the usage of past models for present and future projects), they also present several local specificities, as their contribution is not only economic, but nuances the ways in which younger generations interpret a communist past they never lived in reality.
Keywords: cultural entrepreneurship; post-socialist brands; post-communist memory; nostalgia; museum.
JEL Classification: M130, I250

Introduction. Under the incidence of COVID-19 pandemic, everything is chanced from behavior to action patterns. Research indicates that lack of flexibility and finding short term solutions to changes can be a myopia of leadership. People, organizations and governments are leading their actions in a context characterized by the unknown, the lack of predictability and hazy horizons, in which the only weapon is the ability to adapt. Adaptive leadership should be a solution for individuals and organizations to adjust to changing environments and effectively respond to recurring problems. The adaptive leadership involves changing behavior in appropriate ways as the situation changes and it requires knowledge and the tools to solve the problem efficiently.

Aim of the study. The article is an exploratory study based on author`s observations and literature investigation on the subject investigated during COVID-19 pandemic. Thus, the paper aims to investigate how companies acted in the first phase of the pandemic (as first actions), but also how organizational leadership can be transformed into current conditions to achieve efficiency. The article provide a perspective of the adaptive leadership theory as a basis for business to change their traditional leadership into a process that is not constrained by hierarchical and one-directional notions of leadership (Scott Du Rue, 2011) because in current context, leadership should develop and adapt in dynamic contexts. Limitations: the paper is a theoretical approach that is trying to guide the organizations in the process of acting in a business, economic and social environment profoundly changed by the pandemic effects. Another limitation is the period investigated; the author includes only the actions in the early stage of pandemic (the first three months).
Keywords: pandemic, leadership, organization, crisis, development, adaptative leadership
JEL Classification: H12, M12, M54

Introduction. Nowadays, the interest for attracting talented employees represents one of the most significant organizational goal. The talents role in the organization has been highlighted in the last decades as an important asset in creating added value to the company. According to Barney (1997) human capital is” a rare and difficult to imitate resource” through which organizations achieve high level of productivity and organizational performance. To achieve this goal, companies must create strategies to succeed in attracting valuable employees into the organization. Lately, a successful strategy for attracting talents is the creation of an attractive employer brand.

Aim of the study. Without being an exhaustive approach, this paper aims to explore the relation between employer branding and the attraction of talented employees. Also, this article discusses some factors that organizations can use for developing an attractive employer branding through which they could achieve the recruitment goals. The study is a theoretical research which has some limitations: it was not tested in practice; its development is based on the information from the literature review and the research of the most reputed brands strategy. Second limitation consists in using only three factors (credibility achieved through the public relations strategy, employee value preposition and brand visibility) for developing a model of an attractive employer brand construction. Given these limitations, it is worth continuing and expanding research in this area.
Keywords: human capital, talents, employer brand, competitiveness, recruitment
JEL Classification: M1, M5

Introduction. In consumer relations, the retail companies carry out specific external marketing activities using appropriate tools: catalogues, online marketing actions, external advertising etc.

Aim of the study. The aim of this paper is to analyze the advertising catalogues from the following types of stores: proximity shops, discounters, supermarkets and hypermarkets and to identify and describe retail marketing strategies as they turned out from them. The research methodology was based on a quantitative research method. In this sense, the authors present the external marketing strategies and the company’s general strategies. Also, in retail marketing strategies, product and price strategies are essentially dependent on vendor strategies, while the business firm has more control over promotion and distribution. Following the analysis carried out, the authors conclude that in composing the mix, the trading company has total control over the combination of brands and products and low control over the product lines within the brands. The paper contributes to a better understanding of the retail marketing strategies.
Keywords: retail, company, marketing strategy, advertising catalogue, external marketing strategies, general strategies
JEL Classification: L20, M31

Introduction. The appearance of the COVID-19 pandemic disrupted all the current activities of our life, from the daily activities, work, the activities we carry out for recreation, as well as those of care, medical.

Aim of the study. The aim of the paper is to review the discoveries and innovations that have occurred in the time since the pandemic of COVID19. The authors have followed those innovations that have appeared in the medical system and can help the patient in his fight against the disease as well as those innovations that significantly help prevent the spread of this dangerous, uncontrollable and treatment-resistant virus. In the literature review, the authors approached a number of thirteen works published in the literature starting with March of this year. In the future, they would like to continue this article by reviewing the literature in half a year so that we can make a comparison and draw relevant conclusions that will help us to take fair and effective measures to combat COVID-19. The result is a selection of innovations that have appeared in the world during this period.
Keywords: COVID-19, innovation, discovery, pandemic.
JEL Classification: I12, I15, I18

Companies and future challenges
The new wave of companies proving themselves on the innovative goods market will mark a new era: the era of creativity. The fight for supremacy will not be held, firstly, on the efficiency level, but at the innovationnlevel and the ability to satisfy the needs of consumers. It is ovvious that companies are living if they are effiecient and peformant. Beyond traditional needs, there is a fundamental need for human beings: on the contrary, maybe just a fee weeks or months. Novelty is becoming the catalyst of the global economy. Originality leads towards an evolutional process that can mean optimized versions of the same product. In fact, there is a shift from mass production towards an individualized production, a personalized one. Creativity is a non-linear product that imposes a new learning curve. Thus, a strong pressure will be put on the depreciation of existing production line and that is why defining a culture based on creativity an innovation will impose a new value chain and a new way of thinking connected to production flows. In the future we can talk about a diffetent management of creativity and innovagion that is beyond technical elements. In fact, future companies must define a new type of organizational culture in which some essential ingredients for cosistency and the components of the reward management system.

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