The aim of this article is to systematize the types of intellectual capital indicators that can be assessed in order to understand and further use the information for strategic development. Also, the study underlines the importance of intellectual capital in the new modern, knowledge-based economy. Different research methods are used in the article, such as scientific literature analysis, synthesis and comparison.
Innovation is a concept that is more and more often used as a solution for increased competitiveness and economic development, either at organizational level or at a national one, but how is it created and what are the factors involved in the cycle education-innovation-economic and social development? This article intents to clarify the above mentioned cycle and provide an insight on what innovation means and what are its components, especially from a macroeconomic point of view. The results show how important innovation and other components like education are for the national and global economic development.
The evolution and evolvement of the Europe 2020 strategy in each country are subjects, which should interest all European citizens. The investigation on this subject stems from two issues: firstly, the importance of knowing the direction in which Europe is going in the future, and, secondly the wish to assess whether this is the right direction. Unfortunately, due to several possible obstacles, such as level of development, not all countries have the ability to achieve performance in all fields. Romania, just like many other countries, is one example. Being one of the least developed countries, reaching success in implementing the Europe 2020 strategy is, for Romania, a difficult mission.
In the constantly changing nowadays economy, all organizations have to be prepared to embrace all technological innovation and become good competitors in the market place all over the world. This need puts a special emphasize on the ability of a company to evolve through employee ability to grow professional. The retention of good, qualified employee is a complex process, because of the importance of the knowledge for the financial efficiency of a company. This article aims is to examine knowledge retention as an advantage of companies in this era of information, an era in which organizations view their employees as the main sources of competitive edge, acknowledging, at the same time, the challenge of reaching the knowledge and sharing it with all the stakeholders.
Most organizations nowadays have the required resources and should offer an appropriate culture to provide each employee with the opportunity and context to develop the feeling of meaningful work. The managers and organizational leaders should be the first to recognize and perceive the work they do as being important. In this article, we examine the current development of the study of the nature, causes, and consequences of meaningful work, and we offer ideas of research opportunities regarding the interface of organizational perspectives on performing and providing meaningful work.
Over the past decades, the focus of the scientists has shifted towards the area of organizational change. The concept has been approached from several perspectives and studied by numerous disciplines and refers to a shift or transformation of an organization, of several components of the organization or of the processes that lie within. Being in an environment characterized by competitiveness and complexity, organizations are under a constant need of change, of progress, while the aim of each change is to improve the aspects that make this happen. The dynamics of the labour force market has contributed to the creation of an environment in which organizations are permanently facing the need to implement various changes regarding their strategy, structure, processes or culture. Henceforth, the factors that can alter the implementation of change benefit from an increased focus. Understanding the reason for which some employees can resist change can have major financial implications for the organization. When considering the human resources involved in the change, nothing seems simple; most of the times things are not as they should be, and most of the employees experience a resistance to change, sometimes in the form of change-specific cynicism, a notion defined as the belief of employees that the organization in which they work lacks integrity. This paper represents the cultural adaptation of Change-Specific Cynicism Scale (a scale proposed by David J. Stanley in 1998, validated on the Canadian population), to the specifics of the Romanian population and supplies a method of evaluating change-specific cynicism for the specialized literature. Statistic results have shown that the Change-Specific Cynicism Scale has a high level of internal consistency (α=0,84) and can be used exclusively for equivalent populations. Moreover, this paper aims to approach the term organizational cynicism and its role in the context of organizational change.