Browsing: competitiveness

Introduction. Organizations achieve their goals by implementing effective competitive strategies managing to maintain their market position. In order to achieve tactical and strategic objectives on a short and long term basis, an organization must face the challenges coming from the environment in which it operates, the permanent need being that of adjusting the activity according to dynamic environmental trends characteristic to the current stage.

Aim of the study. By implementing effective marketing strategies organizations can achieve their strategic objectives and be competitive. The main objectives of the study are: 1). presentation of the main characteristics that define market strategy in the context of political marketing; 2). analysis of the competitive strategies according to the position held by an organization on the market; 3). presentation of the main trends of competitive environment in the contemporary business context. To obtain the vote of the electorate political parties apply specific competitive strategies according to the position they hold on the market. Electoral success depends largely on how political parties (or candidates) manage to gain the voters’ trust by using effective strategies in order to improve and maintain their position on the market over a long period of time.
Keywords: strategy, political marketing, competitiveness
JEL Classification: M31

Introduction. In most economic studies, competitiveness is considered a key issue of the political success/ failure. A major element which contributes to regional inequalities is the level of competitiveness. This element has been the subject of numerous studies over the past years, even though more attention was given to the national level and less to the regional one.

Aim of the study. This paper aims to highlight that the purpose of these regional analyses is the correlation of territorial objectives and problems with possible sources of financing, seeing to ensure optimal combinations between regional demand and supply, the optimal distribution of the income and of the results obtained, regional competitiveness, the location of clusters, etc.
Keywords: region, competitiveness, research-development, innovation

Introduction. We live today in a changing society based on the globalization and better valorisation of the human capital. The human capital is the central driver force for competitiveness and development of the new technology and patent and a necessary factor for their efficient use in the new society. In order to reach the competitiveness objective, the European Union member countries seek to develop their human capital value by increasing investment in education, science and technology development.

Aim of the study. Based on the panel econometrics techniques, this paper explores the statistical correlations between human capital components and national competitiveness within the EU economic context.
Keywords: human capital, knowledge society, innovation, competitiveness, globalization, education, science

Introduction. Most of the ones that lead private economic agents permanently look at competition with concern. They know that it is everywhere and there is no way to avoid it. They also know that if they want to survive they have to cope with it, and if they want to perform they need to dominate it. Also, they understand that the advantages mix that make an economic agent competitive is hard or impossible to replicate. The solution seems to be the identification of their own available competitive advantages, as well as a song made up of musical notes and the correct interpretation of this “song”.

Aim of the study. This paper brings into attention a less studies topic: the analysis and intelligence production specificity – as competitive intelligence process stage – given that the beneficiary is practicing classic management or leadership. The contextualization of the issue imposed us to separate the two concepts from the current debates perspective regarding the relationship between management and leadership. We did this in respect of the competition and competitiveness. Although that report is not clearly and definitively established, we tried to identify the main characteristics and essential differences in the approach of the actionable information needs. The obtained results were correlated with the competitive intelligence cycle stages, in order to identify the approach similarities and differences for each stage. Subsequently, we suggested models of possible approaches in the information analysis and intelligence production activity in order for the resulted informational product to fulfil their role as decision support in competitiveness augmenting.
Keywords: competitive intelligence, competitiveness, management, leadership, intelligence analysis
JEL Classification: L25

Introduction. In the age of uncertainty change represents one of the most important challenges for all types of organizations. Changeability constitutes today a key competitiveness factor for any company.

Aim of the study. The aim of our paper is to show that strategy and change are two related concepts in the business literature. The methodological approach is literature review. As companies around the world are facing hyper-competition in all industries and markets, they often initiate strategic changes in order to improve their competitiveness.
Keywords: strategy, change, strategic change, company, competitiveness
JEL Classification: L1, M1

Introduction. In the last decades, once with structural changes in production, organizations, technology and social environment a radical change in the economy has been underlined that substitutes the traditional economy based on industry-led services characterized by innovation and knowledge creation. At the same time, emerging economies have managed to win the battle with the world’s major competitors, even overtaking several of them. A representative example is the two countries: China and Japan, that in present are the top three economies in the world.
The human capital and – particularly the investment in education – determine the ability of individuals to earn as well as his perspectives of employment. Since most of the knowledge and skills are acquired in school, through the educational process, education has been recognized as the decisive part in the accumulation and development of the human capital and therefore in the economic development of a country.

Aim of the study. The aim of this paper is to highlight the characteristics of human capital in China and Japan (in terms of investment) and its benefits.
Keywords: human capital, education, competitiveness, investment, skills
JEL Classification: J24, O15

Introduction. Currently, management and leadership are considered processes of influencing activities at a managerial and organizational level. Management implies the existence of individuals or groups of individuals who develop managerial activities. Leadership is a managerial process that aims to influence interpersonal relationships between team members due to the application of management functions.

Aim of the study. This paper aims to highlight some relevant features that define the concepts of management and leadership in a contemporary context. The main objectives of the study are: 1). presenting the main concepts of management and leadership; 2). analysing the role of leaders and managers in an organization; 3). highlighting main forms of manifestations of management performance; 4).presenting main influences of public management and leadership in the management of public organization. Leadership is not only a specific part of management, but also a state of mind, which creates an adequate framework for the manifestation of creativity and performance of a team led by a good leader in order for its members to succeed professionally and to achieve performance at an organizational level.
Keywords: management, leadership, managerial performance, motivation, competitiveness
JEL Classification: M31

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 knowledge economy model is marked by investment in research, development, innovation and human capital which is the key drivers of modern economy for increasing returns. The allocation of resources in human capital brings performance and benefits to companies investing in their employees. Moreover, in present, once with the globalization and economic crisis, the world economy is crossing through powerful changes and challenges.

Aim of the study. The paper aims to highlight the role of human capital in the new organizational management strategies focused on achieving a high level of competitiveness, innovation and development through management and leadership strategies.
Keywords: human capital, management, development, competitiveness, investment, organization
JEL Classification: J24, O15

Introduction. The manager is the key element in the process of information analysis inside a firm, especially because this process is used to make vast decisions, from strategic decisions to the most detailed tactical movements. It is a process that can reach all company’s departments and make them more efficient. The process’ success and its completion in order to create intelligence depends, first of all, on the manager’s ability to carry out the five competitive intelligence process activities and to act accordingly at each stage. Also, the manager’s response speed can make the difference between the success of an action to capitalize on the results of information analysis and its failure.

Aim of the study. Therefore, the paper will emphasize the importance of management functions and, especially, their particularities regarding the information analysis process and the competitive intelligence cycle. In the end, those particularities might be more important than the process itself, since the quality of the result depend drastically on the way tasks are distributed and managed. Last but not least, the manager should be able to make the distinction between regular activities and the ones defining the competitive intelligence process, in order to reach to desired objectives in an efficient manner.
Keywords: information analysis, intelligence, management functions, competitive intelligence process, competitiveness
JEL Clasification: D83, M11, M15