Browsing: M10

Introduction. Firms seeking competitive advantage therefore face a paradoxical situation. If they embrace diversity, they risk workplace conflict, and if they avoid diversity, they risk loss of competitiveness. The advantages and disadvantages associated with workforce diversity put organizations in a position of managing a paradoxical situation. To give support to this assertion, the paper considers what is meant by diversity, how it is best managed, what its relationship with creativity and innovation might be and how the problems created by the management of diversity, creativity and innovation might be resolved.

Aim of the study. This conceptual and discursive paper argues that diversity is a recognizable source of creativity and innovation that can provide a basis for competitive advantage. On the other hand, diversity is also a cause of misunderstanding, suspicion and conflict in the workplace that can result in absenteeism, poor quality, low morale and loss of competitiveness.
Keywords: management, creativity, innovation, human resource
JEL Classification: M10, M12, M54

Introduction. Entrepreneurs, managers and leaders are important players in a competitive market economy. Entrepreneurs create and develop businesses, by manifesting initiative and entrepreneurship, which are real drivers of economic development in the contemporary period. Managers design and implement organizational strategies and policies, the fundamental objective of which is to obtain sustainable competitive advantages. Leaders, through their informal authority, charisma and their ability to relate and communicate, give credibility and consistency to entrepreneurial and managerial actions. Entrepreneurs and managers need to gain the support of leaders in substantiating, adopting and implementing organizational change projects, which are essential in an increasingly dynamic business environment.

Aim of the study. The paper provides an integrated perspective on issues related to entrepreneurs, managers and leaders, highlighting similarities, differences and points of interference among them.
Keywords: organization, change, entrepreneurs, managers, leaders
JEL Classification: L26, M10, M21, O10

Introduction. The COVID-19 pandemic affected society in general and the socio-economic environment in particular. The effects of this health crisis immediately spread to the economic and financial environment, affecting most industries.

Aim of the study. This article aims to analyze the impact of the COVID-19 pandemic in football clubs in the five most important championships in Europe. The methodology was based on a quantitative research method. The results of this analysis show that the football industry has been significantly affected, and the prices that clubs have been willing to invest in acquiring new players in 2020 have fallen dramatically compared to previous years. This paper may be useful to those who want to understand the implications of the pandemic in economics, in general, and in football, in particular.
Keywords: management, European football clubs, COVID-19 pandemic, football industry
JEL Classification: M10, M19

Introduction. Every crisis teaches its own lesson. From the multitude of economic and social phenomena, the crisis has a baleful force, both through the energies it engages and through the energies it consumes through manifestation. The crisis is the hardest lesson that forces us to be careful so that we can avoid it, overcome it. Crises can be “managed” to become bearable. The attitude of the management, expressed concretely by the activity of the leaders on different hierarchical levels, comes to maintain and influence the performances of the organization, to support the dynamics of the change processes and to help, in this way, to design and achieve the strategic vision.

Aim of the study. This paper intends to present some strategic visions and ways of exercising the missions of leaders in organizations determined by the requirements for change.
Keywords: management, organization, change management, crisis, strategic vision
JEL Classification: G10, M10, M15

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. All media companies face the issue of dramatic market changes and consumers’ habits. The new technologies, the competition represented by the e-commerce companies and the huge number of nonjournalists content producers have major impact on the mass media industry. Strategies and business models must led to the best use of resources, keeping the constant market shares, and thus increasing profitability. Flexible strategies, market knowledge, loyal readership, the ability to innovate and adaptability to change are the elements that prepare businesses for an era of personalized information, as mass-media are ones of the few industries whose products are exclusively intangible-conceptual and non-material.

Aim of the study. The economic goals that media industry management needs to achieve are as important as the responsibility towards society and customers. The major focus of mass media management is finding the model to ensure the optimal balance between the costs involved by producing quality content, gaining trust and readership loyalty, managing digital and technology successfully as mandatory elements for revenue growth and business stability.
Keywords: management objectives, advertising market, readership, audience measurement
JEL Classification: M10, M20, L29

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. The paper approaches in a correlative vision the issues of entrepreneurship and intrapreneurship, as vectors of the development of organizations in the contemporary economy. Relevant aspects regarding the entrepreneurial phenomenon and respectively the intrapreneurial phenomenon are presented, highlighting similarities, major differences, as well as areas of interference between them. The scientific approach continues with the exposition of important elements regarding the entrepreneur and the intrapreneur, as main actors of the entrepreneurial and intrapreneurial phenomena.

Aim of the study. Through the approached themes, the paper highlights aspects found in all types of organizations operating in the current business environment, considering that entrepreneurship is mainly linked to micro-enterprises and small companies, while intrapreneurship is manifested mostly in medium- and large-sized organizations.
Keywords: organization, entrepreneurship, intrapreneurship, entrepreneur, intrapreneur
JEL Classification: L26, M10, M21, O10.

Introduction. Anywhere in the world and in any market, the firms are facing more and more a major challenge to meet growing customer demand towards addressing specific business or operational needs of their customers. In a globalization era, a firm’s customers are more oriented on how to create value for their own customers and such they are looking for an approach shift from their providers. Nowadays, the customers are expecting from their providers to better understand the value creation process in their organization.

Aim of the study. Through knowledge combination, the provider and the customer are acting like partners in the co-production of a customer solution to solve a specific customer business requirement. The expected approach is for the provider to create value not for the customer but together with the customer. Even though a number of driving forces requires the shift of a firm’s focus towards taking the perspective of the customers of that firm, it is not an easy task for any firm no matter the market it is operating in or the geographical area the firm is covering. But this shift could represent one effective and efficient way for the firm to differentiate in the market and to be rewarded with achieving a competitive advantage to be sustained over a longer period of time.
Keywords: value creation, sustainable competitive advantage, customer solutions.
JEL Classification: L10, D40, M10

Introduction. The global economic crisis changed the competition game in any marketplace. Faced with increasing competition, declining margins or decreasing demand due to crisis, the firms are looking for new ways to compete at global level. Considering Peter Drucker’s argument that the reason the firms exist is to satisfy the customer, they are trying to differentiate themselves by moving their focus from simple stand-alone products and/or services and instead developing customer solutions. They are defined in the extant literature as a combination of goods and services designed to satisfy a customer’s business needs and therefore they are difficult to imitate and thus they have the potential to be used as a source of sustainable competitive advantage. Much more, firms are facing a demand change from their customers as a response to address new business requirements imposed by the economic crisis. But the shift towards developing, selling and implementing customer solutions is not an easy journey. The firms have to transform many aspects of their business. The question that arises is what are the major challenges firms are facing in creating effective customer solutions to achieve sustainable competitive advantage and how they could address these challenges.

Aim of the study. The firms have to transform many aspects of their business. The question that arises is what are the major challenges firms are facing in creating effective customer solutions to achieve sustainable competitive advantage and how they could address these challenges.
Keywords: customer solutions, competitive advantage, value co-creation
JEL Classification: L10, D40, M10