Pages: 33-44 Introduction. This paper examines Small and Medium-sized Enterprises (SMEs) in the dynamic context marked by the Fourth Industrial…
Browsing: L21
Introduction. Innovation is an integrating part of the re-vitalization plan of EU economy and it is one of the seven initiatives comprised in the 2020 Europe Strategy. The European Union supports through active policies the creative-innovative processes, as illustrated by the Cohesion Policy Program for 2007-2013 and by the ”Horizon 2020” Program for Research and Innovation.
Aim of the study. The present paper presents, from an organizational perspective, relevant aspects related to the question of innovation and innovation management, while pointing out the most important internal and external factors that favour the introduction of innovation into the sphere of processes that are run by organizations, as well as into the sphere of products and services provided by organizations. At the same time, the paper briefly presents the essential attributes of organizations which obtain competitive sustainable advantages through innovation.
Keywords: organization, innovation, management of innovation, contextual factors, intraorganizational factors, competitive advantage.
JEL Classification: D83, L21, L25, O31, O32.
Introduction. Contemporary organizations need to understand the meaning of change and to tackle it as a source for improving processes and activities, aiming at increasing the performance and competitiveness.
Aim of the study. The paper presents approaches to organizational change and highlights the fundamental objectives which the organizations set for themselves by designing and implementing organizational change programs. The conceptual framework of the change management is defined and the stages of the change management process are presented. In the final part of the paper the problem of resistance to change is highlighted by explaining the content of the stages that employees go through in the process of adapting to change within organizations.
Keywords: organizational change, change management, resistance to change, objectives, competitiveness.
JEL Classification: M10, M12, L21.
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. 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. 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. Companies experiment with technologies, while managing to better understand their internal configuration. The firms will be able to adapt their organisational structure and will be able to gain competitive advantages at the expense of other non-innovative companies from the market. Companies learn dynamically about new technologies and those who learn better are rewarded by the market by some rents and for those who don’t learn, the market penalizes them by rising costs or even bankruptcy. From this innovation behavior, some companies are able to adapt, improve their products, have better technologies than their competitors and introduce new knowledge management systems. The research methodology is based on a quantitative method.
Aim of the study. The aim of this article is to study the innovation process as being generated by the evolutionary process and knowledge management within the company. Innovation and knowledge systems are an important source of competitiveness. Innovative companies gather more data, process them better and identify better the technological opportunities that they discover within a shorter time, being thus confronted with a lower level of uncertainty. At the same time, they will be able to accumulate a greater stock of knowledge about the respective technologies.
Keywords: innovation behavior, organisational innovation, product innovation, EU-13 firms, Romanian firms.
JEL Classification: D22, L21, O14