Browsing: M19

 Pages: 39-51Introduction. Human resources are currently in the limelight for businesses. Employers are searching for individuals who can alter and…

Pages: 69-76 Introduction. Corporations, according to available strategy literature, have developed a distinct top-tobottom style of communication. This has made…

Introduction. During the time, especially in the last fifty years, leadership has increasingly become a major subject in the management literature, a subject of much thought, writing and teaching. While the importance of leadership is generally accepted all over the world, there are as many definitions of it as there are organizations. In spite of the fact that the business literature on leadership is so voluminous, there is not an agreed-upon definition of the concept of leadership. Leadership is not only intensely studied, but also practiced in different organizations. How to lead effectively an organization depends on many factors such as the organizational culture, the behavior of the followers, and the personal traits of the leader. The vast majority of successful leaders are multi-dimensional individuals.

Aim of the study. The aims of our paper are to present a short biography of Steve Jobs and to highlight his contribution to modern leadership. Our research is based on a literature review. The S. Jobs example illustrates how a transformational leader as him can be a key factor in successfully turning round the fortunes of a company as Apple. The paper facilitates a better understanding of modern leadership, emphasizing the case of S. Jobs, and provides a platform on which to build further studies on the same subject.
Keywords: leadership, Steve Jobs, leader, Apple
JEL Classification: M1, M19

Introduction. The long-term existence of an enterprise can only be assured by achieving of the performance. In the current economic climate, the companies pay more attention to effective management of resources and use for this purpose different management tools of performance. Along with material and financial resources necessary to productive activities, the people in an organization represent more than a source of cost or consumption. Their systems of needs and values, along with degrees of motivation and satisfaction determine individual and organizational performance. This is why the managers are tasked to reconcile and correlate the economic performance of the organization with the skills and capabilities of the employees.

Aim of the study. This paper aims to highlight that flexible approach to business organization and permanent training of the human resources are the ingredients of success of an enterprise that aims to adapt to the current business environment changes.
Keywords: performance, budget, resources, motivation, learning
JEL Classification: M19, M41

Introduction. The analysis of the social-economic systems prove us that the whole is distinct from the sum of the parts. The concurrence of the components forming a system produces cumulated effects whose value exceeds the sum of effects of the components considered individually. Interactions at the level of parts help us understand the causes that sometimes generate spectacular outcomes of the system composing them. As a matter of fact, organizations exist because they mean more than the sum of the parts. Synergy facilitates precisely this pulling together of the members of an organization around a joint vision. From this perspective, we can connect organizational dynamics to the components of organizational culture.

Aim of the study. In this article, we aim at making a summary analysis of how synergy has intensifying effects by cooperation among the departments of CSOL-UB, but also between the latter and other entities: TEAM WORK, AERS, CARO, CAEN, SPHERAA SCHOOL, etc. Synergy analysis at the level of CSOL-UB leads us to the conclusion that cooperation among its departments generates benefits to the partners as well.
Keywords: synergy, network, intensifying, analogy efficacy, systems
JEL Classification: M00, M19

Introduction. The turbulent business environment has inevitably led to an increase in competition, especially in saturated markets of products and services. The economic development of the organization will indisputably depend on the multidimensional concept of intellectual capital. Man continues to be the primary factor within the organization through his creative capacity and also by his receptiveness to self-development. Obtaining strategic advantage is based on innovation, intangible resources of the organization and the use of competitive intelligence.

Aim of the study. In this paper we present a few aspects regarding the reflection of knowledge and intellectual capital focused on organizational processes in relation to the creation and development of the competitive advantage.
Keywords: knowledge, organizational management, competitive advantage, intellectual capital.
JEL Classification: M19, O34, L25.

Introduction. In today’s economic climate, in which great emphasis is laid on information, organizations get the highest value from their intellectual property rather than from their physical assets. Thus the organization is redefined and transformed gradually in the New Economy, which gives up on many of the old methods and approaches, seeking to integrate in the much more complex reality that occurs. The progress of an organization in a knowledge economy is directly proportional to its accumulated intellectual capital and knowledge, regardless of whether we relate to public or private sector.

Aim of the study. In this paper, we present a few aspects on the reflection of knowledge management and intellectual capital in the new economy.
Keywords: knowledge, organizational management, information, economic development, intellectual capital, knowledge management
JEL Classification: M19, O34, L25

Introduction. It has long been recognized that entrepreneurship is the vital force that drives innovation and economic growth. Entrepreneurship is shaped by a portfolio of forces and factors.

Aim of the study. In this paper we want to underline that entrepreneurial leadership is critical for the achievement of entrepreneurial goals. Also we try to identify commonalities between the two domains, entrepreneurship and leadership, with a particular focus on what entrepreneurship could gain from more explicit incorporation of some leadership issues. Since change is constant, organizations need to be more flexible on their path to growth. In this process, entrepreneurs undergo a process of identity change by acquiring new behaviors and skills that sustain organizational transformation. Moreover, by adopting a sympathetic leadership style, entrepreneurs accommodate both creativity and organizational synergies that may help their organizations to develop and prosper.
Keywords: entrepreneurship, leadership, creativity
JEL Classification: M19, M29

Introduction. Leadership is as old as human civilization. The field of leadership has burgeoned since its emergence in the last century. Leadership has become a fast-growing topic of interest for both scholars and practitioners from all over the world. On the one hand, leadership is a widespread research area. On the other hand, leadership is one of the oldest practices in human history.

Aim of the study. The aims of the paper are to define the concept of leadership from a multiple perspective and to present its main characteristics. The paper demonstrates that leadership represents a complex, context-based, multifaceted, dynamic, and even an elusive concept as there is no universal definition of leadership. Also, the paper illustrates some of the main characteristics of leadership by taking into account various perspectives, theories, and paradigms.
Keywords: leadership, leadership-as-practice, leader, paradigm, theory
JEL Classification: M1, M19

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