Browsing: D81

2016

Strategic Considerations For Foreign Direct Investments Penetrating A Foreign Market

By

Introduction. The globalization of the world economy has created great opportunities for countries, one of them being that of attracting foreign investments. They play a key role in global business, being a fundamental part of the economic system and its development. Despite the fact that the debate over FDIs varies from opinions that claim that they substitute internal investments and they expatriate a great deal of the capital at the disadvantage of the host country to opinions that argue in favor of the benefits of FDIs for host countries, increased efforts to attract FDIs by national economies can be noticed. With this in mind, this paper analyses the strategic of preferences of foreign investors when choosing a new market and tries to establish a set of criteria that represent the main attraction characteristics when the decision to invest is made.

Aim of the study. The paper explains, at first, concepts such as strategic management, the strategies of entering a foreign market and the foreign direct investments, and then correlates these concepts in order to highlight the factors that contribute to the making of an investment decision and the ways through which foreign capital can be introduced on a new market. And last but not least, we made an analysis of the foreign capital flows in Romania, highlighting the advantages and disadvantages that the Romanian economy presents for potential investors interested in this country.
Keywords: foreign direct investment, foreign market, investment decision, strategic management, international investment
JEL Classification: F21, F23, D81

2018

Operational Research As Key Management Instrument

By

Introduction. When coming about making decisions, individuals endeavour to correctly address issues and to choose the optimum variant among the available ones. Often, the decisional process is made based on the decision-maker philosophy, intuition and/or experience. Depending on the rapidity with which the decision should be made, and on the style of the one adopting it, such process might involve one or many individuals, the latter laying the grounds, via the miscellaneous ideas considered, in providing better results. But in any circumstances, especially in cases where we talk about managerial decisions, if the scientific approach is not effectively involved in the decisional process, the outcomes are less likely to be the most desirable ones.

Aim of the study. Operational research proves to represent, in these circumstances, one of the key instruments in supporting efficient decision-making, it providing the entitled entities with a series of analytical methods and techniques, such as those related to mathematical optimisation, simulations, neural network, game theory and many others, all of them extremely useful for efficiently achieving the established goals.
Keywords: operational research, management science, decision-making instrument, analytical methods, optimisation
JEL Classification: C18, C44, D81