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Organization and Business Environment Collaborative Model to Increase the Innovation Capacity

Abstract

The research aims to identify a modern Business Process Management solution to simulate integrated coordination mechanisms with impact on organization’s innovation. From a scientific and socio-economic perspective, the article is aligned with the European innovation trend that supports organizations' preoccupation to introduce innovation and upgrading processes, technologies and business models. The issues that the author has identified and sought to find answers are to identify that mild method of Business Process Management that can be correlated with the dimensions of organizational innovation in areas such as: the organization's infrastructure, partnership between business members, innovation "inside". The second issue is to limit current approaches by analyzing the current state of knowledge. The research has been included within the boundaries of modeling and simulation of business process flows with impact on organizational innovation vectors. Thus, the paper proposes and presents a set of integrated processes of collaboration between the organization and the business environment using Business Process Management as an integrated coordination mechanism of the organization's innovation

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The New European External Action Service: Between Ambition and Compromise

Abstract

The article analyses institutional reforms of the common foreign and security policy initiated by the Lisbon Treaty. Particular attention is paid to new institutions - the office of the High Representative of the European Union for Foreign Affairs and Security Policy and the European External Actions Service. Due to the fact that these institutions have already been labeled as the “EU Diplomatic Service”, the functioning of the national diplomatic service, which is considered an ideal model of the contemporary international affairs actor for the implementation of foreign policy, has been taken as a reference point for this analysis. The author seeks to find out whether the amendment of the fundamental ES existence-period document in essence means the institutionalization of the EU foreign policy that the use of the term “diplomatic service” presupposes, and whether legal and institutional changes will guarantee the consistency and harmony of the EU common foreign and security policy. The article highlights many contradictions and undeveloped decisions of the reform. It is complicated to speak about the birth of the EU diplomatic service because, in spite of all innovations, EU foreign policy has essentially remained a national prerogative.

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Estonia’s comprehensive approach to national defence: origins and dilemmas

Europeanization - Case of Finland and Estonia. Romanian Journal of European Affairs, 16 (1), 5−23. Markus, R.; Veebel, V.; Lvova, O. (2018). Crisis Management for Public Sector during the European Financial Crisis: Lessons of Estonia in 2008-2011. Proceedings of the 30th International Business Information Management Association Conference, IBIMA 2017 - Vision 2020: Sustainable Economic development, Innovation Management, and Global Growth 2017-January, 1386-1393 McDonnell, J.P. (2009): National Strategic Planning: Linking DIMEFIL/PMESII to a Theory of Victory. Joint

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TRL Scale Limits for Policy for Research and Innovation in the Military Field

Abstract

At present, the TRL scale is used as an instrument in decision making regarding investments in research and development also at EU level. This requires different methods to make this instrument operational by adjusting (or understanding) TRL definitions. The scale must be adapted to the specific purpose of the funding by the EU of CDI programmes, because it does not approach the feedback mechanisms that are part of the innovation processes. This paper analyses conceptually and contextually the TRL scale also used in acquisitions of military equipment, in order to emphasize the necessity of the scale so that it corresponds to the purpose of the European decision makers.

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Dependency of Military Capabilities on Technological Development

Applied Operational Research 6(1), 39-47. Carolina Castaldi, Roberto Fontana, Alessandro Nuvolari (2009). The evolution of tank technology, 1915-1945, Journal of Evolutionary Economics 19(4), 545-566. Mario Coccia (2003). An approach to the measurement of technological chance based on the intensity of innovation, Ceris working paper. Mario Coccia (2005). Technometrics: Origins, historical evolution and new directions, Technological Forecasting & Social Change 72, 944-979. Metin Dagdeviren, Serkan Yavuz

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The Seizure of Crimea – A Game Changer for the Black Sea Region

Institute Press, 2013. US Department of Defense, 2014, 1. Opening Keynote ‘Defense Innovation Days’ as delivered by Secretary of Defense Chuck Hagel, Newport, Rhode Island, September 03, 2014, http://www.defense.gov/Speeches/Speech.aspxPSpeechID=1877 (accesed on 30.09.2014). US Department of Defense, 2014, 2. Secretary of Defense Speech. Ronald Reagan Presidential Library, Simi Valley, CA, Saturday, November 15,2014 http://www.defense.gov/Speeches/Speech.aspxPSpeechID=1903 (accesed on 17.11.2014).

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Enhancement of National Collaboration Between Defence Establishment and Industry by Systems Approach

transatlantic defence R&D gap: causes, consequences and controversies. Defence & Peace Economics. [Article]. 2006;17(3):223-38. 20. Bellais R, Guichard R. Defense innovation, technology transfers and public policy. Defence & Peace Economics. [Article]. 2006;17(3):273-86. 21. Kelly T, Rishi M, Hartley K, Warner JT. An empirical study of the spin-off effects of military spending. Defence & Peace Economics. [Article]. 2003;14(1):7. 22. McGuire MC. Uncertainty, risk aversion, and optimal defense against interruptions in supply

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Competitiveness of Companies in the Competitive Environment - The Essential Question of Performance Management

Abstract

Competitiveness is the ability of the company to compete with commodities that meet the needs of customers in terms of price, quality and diversity. It is possible to the extent that the firm has a competitive advantage and whose affirmation has its source in the internal conditions of the firm and which the economic environment, first of all the competitive one, can favor. In the field of management, the strategy is the art of conducting a set of devices in order to achieve a goal. M. Porter argues that the strategy is "the art of building competitive advantages that can be defended over a long period of time."

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Directions for Improving Efficiency of Knowledge Use in Modern Economy

References [1] Burtea E., Edificarea societății cunoașterii bazată pe informație a economiilor emergente în accord cu reglementările europene și internaționale , Ed. Print-Caro, Chișinău, 2014. [2] Dicţionarul explicativ al limbii române DEX, Bucuresti: Ed.II, Universul Enciclopedic, 1998, p.1192 [3] Gribincea A., Imitational Models of the Innovation Development of the Country in Conditions of the Internationalization of the Economy , Chisinău-Sibiu: In Revista Economică. Nr. 5-6, 2008, 33 p. [4] Hurloiu L.R., Burtea E., Hurloiu I

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The Place and Role of Intellectual Property Policies in an Advanced Scientific Research and Education University

, P.N., Larsen, H. T., & Mouritsen, J., Constructing intellectual capital statements. Scandinavian Journal of Management, 17(1), 87-108, 2001. [5] Caldera, A., & Debande, O., Performance of Spanish universities in technology transfer: An empirical analysis. Research Policy, 39, 1160-1173, 2010. [6] Cañibano L., Sánchez P., Chaminade C., Olea M., Escobar C.G., García-Ayuso M., Measuring intangibles to understand and improve innovation management. Working paper, Universidad Autónoma de Madrid & Universidad de Sevilla, 1999

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