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European Union Integration Impact on Romanian SMEs Performance

Abstract

Since SMEs are the most important entities of the national economy we can say that their performance is the locomotive of performance at the microeconomic level. The present material is not limited to measuring the performance of SMEs in Romania for a given period, but aims to analyze what impact did the European integration of Romania had on the performance of SME within the development regions. For this we took from the annual edition of White Paper of SMEs for the period 2004-2011 the values of eight indicators used to quantified performance (net result, turnover, return on equity, commercial rate, rotation rate of own capital, overall autonomy rate, labor productivity and overall solvency ratio), we explained the choice of these indicators, we applied the model of unobserved components and established a global performance index of SME development for each region separately. With this index we could determine whether Romania's EU accession had an influence on the performance of SME development in the regions and we could compare this influence with the influences of economic crisis manifested in the analyzed period on the same performance indicators.

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Inspire to Hire and Win the War for Talents

: personnel management in transition, pp. 266-286, Oxford: Blackwell. [37] Edwards, M.R., 2009. An integrative review of employer branding and OB theory. Personnel review, 39(1), pp. 5-23. [38] Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I.L. and Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organisational support and employee retention. Journal of applied psychology, 87(3), p. 565-573. [39] Elias, J. and Scarbrough, H. (2004). Evaluating human capital: An exploratory study of

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The Impact of Destination Image on Tourists’ Satisfaction and Loyalty in the Context of Domestic Tourism

involvement, and satisfaction. Journal of Travel Research, 51(3), pp. 342-356. [43] Prebensen, N. (2007). Exploring Tourists’ Image of a Distant Destination, Tourism Management, 28(3), pp. 747-756. [44] Qu, H., Kim, L. and Im, H. (2011). A model of destination branding: Integrating the concepts of the branding and destination image, Tourism Management, 32(3), pp. 465-476. [45] Rajesh R., (2013). Impact of Tourist Perceptions, Destination Image and Tourist Satisfaction on Destination Loyalty:A Conceptual Model, Revista de

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Service Recovery Strategies versus Customers’ Expectations, Race for Sustainability: a Qualitative Study on Micro Brands

and Its Impact on E-Business Management, Journal of Service research, 4(4), pp. 253-267. [92] Zemke, R. and Bell, C. (1990). Service recovery: Doing right in second time. Training, 27(6), pp. 42-48. [93] Zeithaml, V.A and Bitner, M.J (2000). Service Marketing: Integrating customer focus across the firm, 2nd Ed., USA: McGraw-Hill.

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Internationalization of Japanese Business Groups – Literature Review

management: Literature review, integrative framework, and suggestions for further research, Journal of World Business, 45(2), pp. 122-133. [75] Thornton, P. (2004). Markets from culture: Institutional logics and organizational decisions in higher education publishing. [online] Available at: <https://books.google.co.jp/books?hl=ja&lr=lang_ja%7Clang_en&id=BH8dhYHM6CwC&oi=fnd&pg=PR1&ots=TEngjs39p2&sig=tdwB59cKL2VWOMSgvHJ6rxolEes> [Accessed 15 October 2018]. [76] Tsuneki, A. (2012). Japanese Bureaucracy, Japanese Economy, 39(3), pp. 49

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