The present paper delves into the specifics of knowledge economy with a particular focus on Romania. In the first part, it identifies knowledge economy characteristics and pillars and it analyses them as compared to levels exhibited by countries in the European Union. In the second part it argues for the strategies that could be used for enhancing knowledge economy in Romania. In order to do so we used the Delphi method and we identified 25 experts in the knowledge economy/management field coming from internationally renowned companies, universities and ministries located in Romania, to whom we sent invitations for participating in our Delphi survey that lasted one month. Out of the 25 experts, 10 answered positively and during the research we had an attrition rate of 90%. The experts delivered their opinions on the measures to be adopted in order to increase education and learning, ICT and innovation as building blocks of knowledge economy. Findings reveals that knowledge economy can be developed by adopting measures such as: devising a governmental program that will sustain the development of knowledge repositories at the level of technological clusters, industry associations and other professional organizations by providing financial assistance for hardware acquisition and software development in order to facilitate knowledge transfer; Governmental program for the financial support of schools’ investments in hardware and educational software and the training of staff for the use of ITC in teaching and learning, etc.
In many societies, professional orchestras serve cultural, educational, entertaining, and economic functions, and they aim high: they aim to be artistically excellent. Pursuing partly cultural, social and economic goals, orchestras are exposed simultaneously to respective institutional logics. These logics provide a framework for relevant actors (state, benefactors, audiences) to support orchestras. Changing logics coupled with drastic changes in audiences afford to classical orchestras the challenge of developing strategies in order to survive. While Germany with its high number of orchestras per habitants experiences particularly high pressure to walk new paths, strategic development will become a more urgent topic in other countries as well since each performance begs for recognition in the big and increasing panoply of culture, education, and entertainment. Based on historical developments and an empirical study of German audiences we discuss two directions for strategic development, here for orchestras in Germany: a) the combination of elements from different logics, and b) the development of audiences.
Society since ancient times faced with a weak involvement of human resources in organizations. Therefore motivating employees became today an important objective for organizations that want to remain viable on the market today. Motivation of human resources in the organization will bring extra performance to the manager that hopes to reach the organization's goals.
Market organizations apply multi-channel communication with clients, analyse and use signals from their clients to support development of products and services. Leading companies manage relations with employees in a similar way. This is particularly beneficial in organizations employing knowledge-workers. Employees, carrying out their tasks, as a result of interaction with clients and internal limitations, along with formal organizational structure spontaneously create a "fast reaction" network. Thanks to the analysis of the network of internal relations and visualization of data in online platforms organizations can investigate the methods of work and cooperation of teams and employees' behaviours. Organizational Network Analysis (ONA) is a new field, which provides strategic knowledge - about cooperation in an organization, the role of its units and particular employees, allocation of resources, relational potential and barriers for development. Online visualization of the network of relations accesssible for employees allows them to learn about the organization and better carry out their tasks, providing them with information about people with similar knowledge, or knowledge necessary for the employees, about cooperation of people and teams, flow of information and decisions. The analysis of organizational networks serves the purpose of diagnosing an organization and conducting continuous HR processes, e.g. codification of knowledge, identification of talents, organization of trainings and development, it delivers data for the decision-making process and communication and knowledge management. Using the example of the Polish participatory platform "Mapa organizacji" (Organization map) the author shows how to collect and use analytical data for the purpose of managing talents of an organization in an optimum way. Thanks to the visualization of this data, in a network you can highlight employees with various profiles e.g. sources of field knowledge, organizational and project talents, brokers of information, opinion leaders, or e.g. various styles of functioning of managers. Observing and measuring cooperation within teams and between them it is possible to plan and monitor the effects of activities facilitating communication and to efficiently manage knowledge and change e.g. by locating and breaking down silos. The application allows business owners and HR teams to manage talent the processes of "soft HR" with the use of analytical data, among others: induction of new employees, internal mobility and succession, identifying employees who could potentially drop out, internal trainers and mentors, developing cooperation where it's missing and reducing its excess, building communities of practice and project teams.
This article is the result of a conceptual design methodology for the development of a sustainable strategy of sustainable corporate social responsibility (SCSR) in the context of the HCS model 3E formed, as a co-author within the stated grants and dissertation. On the basis of the use of propositional logic, the SCSR procedure is proposed for incorporation into the corporate strategy of sustainable development and the integrated management system (IMS) of the industrial enterprise. The aim of this article is the proposal of the concept of development and implementation strategy of SCSR in the context of the HCS model 3E.
Agnieszka Bieńkowska, Zygmunt Kral and Anna Zabłocka-Kluczka
Selected functional solutions of strategic controlling in organisations operating in Poland The purpose of the article is to present partial results of the nationwide research with regard to selected functional solutions of strategic controlling. They concern the concept and tasks of this controlling. The paper characterises theoretical aspects of the aforementioned issues as the basis for the interpretation of the obtained results. It presents the research methodology. It presents the obtained research results both in the general perspective, as well as with respect to detailed criteria, namely the organisation’s size and the type of environment. On the other hand, with respect to strategic controlling tasks, they were also presented with consideration of controllers and managers in the implementation of these tasks. The obtained research results are primarily practical. They may indicate to the managers in organisations the scope and manner of improvement in the functional solutions of strategic controlling. They may also suggest to the management theoreticians the need for and the directions of improvement of this type of solutions.
The design and the implementation of the development strategy at public higher education institutions This article focuses on identification of the model approach to designing and implementing a development strategy in a higher education institution. The main reason for taking up the topic of formulating and implementing development strategies in higher education institutions is the growing demand for developing a model of designing and implementing strategies in entities of this type. Higher education institutions are specific organizations, therefore it is not possible to apply methods of the strategic analysis, which were designed mainly for creating strategies of enterprises, in the direct way. The aim of the article is to emphasize the role of the strategic thinking in the context of the management of a higher education institution.
Moreover, it is in this article on the basis of the GUS data that the information on higher education institutions, academic staff and students was summarized. It is in the study that the method of document analysis was applied. The structure according to forms, types of higher education institutions and numbers of students were analysed. The evaluation of discussed changes of discussed parameters over time was carried out.
Intellectual capital is an important issue of currently undertaken studies in the field of enterprise organization and management.. The introduction of this concept has undoubtedly opened up new prospects for enterprises to perceive their business activity and building market advantages. At the same time, however, it has given rise to many new problems associated with the hard-todetermine nature of intellectual capital and its internal and external relationships and dependencies. An attempt has been made in the article to analyze problems related to the dissemination of the concept of intellectual capital, and its practical use, and to assess the state of the intellectual capital components in the surveyed entities.
Sevdalina Dimitrova, Stoyko Stoykov and Rumen Marinov
It is obvious that the beginning of the 21st century is marked by many new challenges, problems and risks, which in addition to changing the ideas, concepts and practice of organized violence, lead to a deficit of ideas, methods and means of protection from it. The need to adapt available security systems, tools and practices is adopted in Europe as a response to a conscious public need rather than as a strategically planned action in a time of changes. This led to a spontaneous emergence of a common attempt to aggregate and structure the available security knowledge and to create a common stable conceptual basis for national security systems in countries not only in Europe. Moreover, the enlargement of the Union has opened up new horizons for the development of the countries and, at the same time, has changed the significance and scope of European security, where the demarcation line between external and internal security has become more and more difficult to be determined. The discussions about our country's contribution to strategic security in the Black Sea region as part of European security are in the context of the scientific search of ours science school
Through this analysis I wanted to emphasize the differences but also the similarities between the two countries with different management systems, in terms of geopolitical, social, technological and economic. In this analysis we found that the two systems have common point in sports management, but also points that they should priority in the next stage in the development of sport.