Dan Popescu, Cristina State, Livia Toanca and Ioana Pavel
Technological social and cultural changes generated by the digital age have a significant impact on both individual and society as a whole . Is the context in which our research aimed at revealing the extent to which SMEs in our country are prepared to cope with these changes and can adapt to an environment increasingly turbulent and unpredictable . Based on the three hypotheses of our scientific approach, the method used was the quota for proportional distribution by counties, respectively the optimal-layered model for the distribution by fields of activity. As a means of investigation we used a questionnaire with 26 questions answered by 598 SMEs, the purpose being represented by identifying, on the one hand, the used methods of strategic management and, on the other hand, the uptake of digital means by them. The responses from the distribution of the questionnaire were analyzed by various statistical and econometric methods. In a first stage we used descriptive statistics to identify peculiarities of respondents to compare different homogeneous groups. In the second stage of analysis to determine statistical deductive conclusions, we used the analysis of variance, correlation and linear regression and ANOVA using SPSS software for Windows 16.0. Following validation of the research hypotheses, in the end of the work we formulated a series of proposals to improve the strategic management of SMEs in Romania in the digital age.
The concept of competitive advantage is central for the strategic management literature. The researchers` ideas in this field are broad and comprehensive - from an attempts to define and measure the advantage, through its sources, to the complex of conditions that presuppose its existence at all, and its preservation for a longer period. The activities to protect it in a highly dynamic environment are a great challenge. This makes the topic of the necessary and sufficient requirements that the sources of competitive advantage have to meet in order to ensure its sustainability. Studying the conditions needs the sustainability to be defined, and with respect to the requirements of dynamism coming from the outside environment. The purpose of this article is to study, systematize and summarize existing scientific opinions about the conditions that ensure the sustainability for the competitive advantage and to identify the reasons for moving to its flexibility. In order to achieve this objective, it is necessary to fulfil the following tasks: - to consider the prerequisites for sustainability and to derive a definition of "sustainable competitive advantage"; - to highlight the specific features of the transitional competitive advantages; - to indicate the implementation of the two concepts in business organizations
The slow growth of the economy requires an adequate response, even from companies in the hotel industry. In order to achieve an increase in turnover, they can react with a change of strategy, or cost cutting. The use of corporate social responsibility has been identified as one potential strategy of growth. Corporate social strategy is based on three traditional crucial factors that include social, economic and ecological values. The authors of this contribution analyse the possibilities to achieve an outstanding reputation of a company in the field of corporate social responsibility in order to gain the support of the public and stakeholders. They refer to the fact that corporate social responsibility is one possible way to achieve long-term profitable growth in the field of the hotel industry, even in a complex economic development.
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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
The modern security environment, being dynamic and often unpredictable, hazardous and limited in resources, is a challenge itself for the member-countries of Euro-Atlantic structures. Respectively and as a consequence of our Armed Forces reforms prolonged for more than 20 years, which resulted in lack of personnel and unfulfilled modernization, there has been an intensifying discussion on the question whether the defence capabilities of our country, as part of the collective ones, are good enough to ensure the safety of the Bulgarian territory as well as our national and the international security and to reach the Capability Targets. When resolving this issue, not only the security environment factors should be considered, but also the security imperatives, one of them being the maintenance of defence products as an integral part of their life cycle management (LCM). In the search of a balance between resources and capabilities, our scientific attempts have focused on defining scientifically supported criteria for the increase of the efficiency of defence products life cycle management as part of the resource management for security and defence, which determines the goal of our scientific research and analyses in the present work
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Governmental Assembly did not come to life it could be present in the mentioned upper-level coordination; in this paper it is presented as the Centre of Government (CoG), is not only a technical, administrative support for the Prime Minister, but more and more has also a regulatory-coordinative, policy role. The term centre of government (CoG) refers to the organisations and units that serve the Chief Executive (President or Prime Minister, and the Cabinet collectively) and perform certain crosscutting functions (strategicmanagement, policy coordination, monitoring and
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