Browsing: 2020, Vol. 31, Issue 1, May

Introduction. The paper uses the data provided by Flask Eurobarometer 354 to depict the profile of Romanians that were involved in entrepreneurship education, but also to define an index on perceived effects of education in order to link the participation to entrepreneurial programs to the decision of individuals to start-up their own business. The findings on the profile of those ever engaged in entrepreneurship education in Romania points out to the structural inequalities embedded in the Romanian educational system, but also emphasize the rapid extension of the curriculum in this direction. Education is perceived as very important in building up attitudes and knowledge that support entrepreneurial intentions.

Aim of the study. The paper aims to contribute to the better knowledge and understanding on entrepreneurship education and its role in supporting the development of entrepreneurial intentions in Romania. Analyzing the role of entrepreneurship education on influencing decision to of starting up a business is on the rise worldwide, a lot of importance being put on the importance of entrepreneurship education in supporting diversification of careers and transitions from unemployment or inactivity to self-employment. The empirical evidences for Romania, even if they are already addressed by several papers mainly focused on entrepreneurship education in universities still provide a lot of food for quantitative and qualitative analyses.
Keywords: entrepreneurship, education, drivers of entrepreneurship, Romania, quantitative analyses
JEL Classification: I25, M20, P46

Introduction. The Coronavirus disease (COVID-19) has triggered an unprecedented social and economic crisis by terrifying the very core of human existence. The COVID-19 pandemic has affected entire business segments especially educational services for children because the main way of working – direct interaction – was completely disturbed. Numerous questions arise such as: What is the first thing you can do as an organization in times of deadlock?, What options are left in the race of survival?, What are you heading for, as an organisation, in time of total uncertainty?In this respect, Fun Science Romania may provide answers as it is the Romania’s leading science enrichment provider, delivering unique science experiences for children. This study is based on findings from fifteen years of practice in science events area.

Aim of the study. The spaper describes consequences of COVID 19 on Fun Science Romania, an organization providing educational services. It also reveals the best strategic options according to SWOT analysis. The aims of the paper are to present the challenges and opportunities in educational management during COVID-19 pandemic.
Keywords: educational management, COVID 19, Fun Science, challenges, opportunities
JEL Classification: A10, I20, M10

Introduction. In today’s society, in order to be a successful entrepreneur you must be able to adapt to the ever-changing market conditions. To do this, it is important to be able to utilize your resources to their maximum potential so as to gain the best results possible. As such, it is important for an entrepreneur to have very good leadership skills in order to mobilize his team to achieve the vision of the company.

Aim of the study. The aim of this paper is to highlight the importance of leadership for organizational success in nowadays business environment. In particular, the paper focuses on the transformational style of leadership employed by famous entrepreneur Jeff Bezos that has managed to grow Amazon to the point that it is considered the biggest online retailer in the world. The methodology used is qualitative and is based on the research of secondary sources such as articles, books and interviews. The findings show that transformational leadership is a key solution that fits the needs of companies finding themselves having not only to strive to survive, but to flourish in this fast-paced, ever-changing environment of the business world.
Keywords: leadership, transformational leadership, Jeff Bezos, Amazon
JEL Classification: F00, F23, L81

Introduction. The history of both leadership and wisdom is as old as human civilization itself. Leadership has been studied in various ways from different perspectives and in diverse contexts (because it has a significant impact on the success/failure of any organization. On its turn, the subject of wisdom has become a broader interdisciplinary matter.

Aim of the study. The aims of the paper are to define the concepts of leadership and wisdom, and to present their relationship. The research methodology is based on a quantitative method. The paper shows that leadership and wisdom are complex and multifaceted concepts, and require attention from both a theoretical and practical point of view. Also, it illustrates the relationship between the two concepts by taking into account their common elements.
Keywords: leadership, wisdom, intelligence, knowledge
JEL Classification: M1, M19

Introduction. The analysis of corporate governance within institutions is a top subject right now. This concept currently de-fines a central and dynamic aspect in terms of economic reality, being increasingly present in many countries of the world. In the context of a modern economy, where all companies are facing changes due to the famous effects of the fourth industrial revolution and the crises caused by the Covid 19 pandemic, those who need to survive must be able to adapt immediately and operate at the highest level of efficiency. The ability to adapt to these challenges of the national and international markets depends on both managerial and leadership capabilities, as well as the general structure and characteristics. Achieving maximum overall performance of companies is the microeconomic goal of the “new economy”. The entire activity of financial institutions is built around the correct assessment and management of risk. Thus, risk management, ownership structure, motivation and remu-neration of the general manager were the central elements found in research papers on “corporate governance of banks”. The results of the literature study on risk management suggest a continuous increase in the relevance of this topic.

Aim of the study. The aim of the paper is to present the topic of corporate governance within the banking institutions. One of the limitations of this study is the lack of analysis in the current context triggered by the COVID-19 pan-demic. This pandemic is already having effects in terms of corporate governance, but also risk management as a whole. From the way banks approach and reanalyze customer relations, we see that the effects of the pandemic are already here.
Keywords: corporate governance, banking, leadership, economic efficiency
JEL Classification: G20, G30, G32, G34

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