the European Conference on Intellectual Capital (pp. 97-103), Inholland University of Applied Sciences, Haarlem, The Netherlands, 28-29 April 2009.
Dima, A.M. (2009). Operational risk assessment tools for quality management in banking services. Amfiteatru economic, 11(26), 364-372.
Dima, A. M., & Ghinea, V. (2016, November). A Model of Academic Leadership. In European Conference on Management, Leadership & Governance (p. 61). Academic Conferences International Limited.
Dima, A. M., Hadad, S., & Cantaragiu, R. (2016). A conceptual analysis of
Gabriel Vlăduţ, Narcisa Melania Tănase, Mihaela Caramihai and Anca Alexandra Purcărea
products and services for the Danubian sustainable society of tomorrow - Made in Danube Project, http://www.interreg-danube.eu/made-in-danube.
DTIC - Danube Transnational Innovation Cooperation e-tool, http://www.muri.utcluj.ro/tin-etool/index.php?page=login.
Editura Academiei Oamenilor de Ştiinţă din România, www.aos.ro
Virginia tech, Psychology Department, www.psyc.vt.edu
Caramihai, M., Tănase, N. M., & Purcărea, A. A. (2017). Proposals for Improving Innovation and Technology Transfer Policies in Romania
Nora-Labiba Al Zain, Simona Vasilache and Cynthia Bianka Incze
trаnsnаtionаl teаms to globаlise your compаny. Orgаnizаtionаl Dynаmics, 24(4), 50-67.
Duаrte, L. D., (2006). Mаstering Virtuаl Teаms: Strаtegies, Tools, аnd Techniques Thаt Succeed, 3rd ed., Sаn Frаncisco, Jossey-Bаss.
Dube, L. (2002). The Multi-Fаceted Nаture of Virtuаl Teаms. Internаtionаl Journаl of Mаnаging Projects in Business, 1, 1-39.
Eissа, G., Fox, C., Webster, B. D., Kim J. (2012). А Frаmework for Leаder Effectiveness in Virtuаl Teаms. Journаl of Leаdership, Аccountаbility аnd Ethics, 9(2), 11
Buitrago, F., and Duque, I. (2013). The Orange Economy-An infinite oppotunity. New York: Inter-American Development Bank.
European Innovation Scoreboard. (2016). Retrieved from http://ec.europa.eu/growth/industry/innovation/facts-figures/scoreboards_en
Department for Culture, Media & Sport. (2013). Creative Industries Strategy. Retrieved from https://www.gov.uk/government/collections/productivity-statistics-in-creative-industries-and-tourism-and-leisure-industries .
Europe. 2020. (2013). Retrieved from http://ec.europa.eu/growth/tools
Claudiu Ioniță, Birol Ibadula, Cristina Vlad and Petre Brezeanu
In an effort to reduce the tax transparency and banking secrecy, the Organisation for Economic Co-operation and Development (“OECD”) has been taking the lead on the battle against cross-border tax evasion, seconded by the Internal Revenue Services (“IRS”) of the United States of America (“USA”), the G20 and the European Commission. Understanding the power that is brought by information and knowledge, the international community proposed adapting the exchange of information tools that were available to them and extending them to a worldwide level. As a result, the Common Reporting Standard (“CRS”) and the Foreign Account Tax Compliance Act (“FATCA”) reporting standards were born. This paper aims at analyzing the improvements in automatic exchange of information brought by the CRS and FATCA standards, together with its limitations. An important section of this paper shall be dedicated to the role that Romania plays in the international efforts of fighting tax evasion, together with the tools and procedures developed in order to sustain the reporting standards. In order to analyze the effects of the CRS and FATCA, it is essential to understand the pros and the cons of the international cooperation on tax matters and its available tools before the CRS and FATCA were created. As there is limited previous literature on the subject, the methodology of the research will consist mainly of analyzing the guidelines issued by the international public body representatives and of the current legislative framework. The main finding of the paper can be considered the fact that the new developments in the automatic exchange of information field can represent a huge step forward towards limiting the tax evasion activity, however, one should be reserved due to aspects such as compliance costs, protection of private information, data gathering and processing techniques and tax residency uncertainty. Further analysis is required when the automatic exchange of information results will be available in order to update the reservations of the paper.
We live today in a world irreversibly and comprehensively impacted by the digital economy, either by its ability to transform traditional markets into digital ones or by creating new ones altogether. In such a digitized environment, agility, speed, adaptability and innovation through disruption are key attributes for organizations to maximize, in order to enable their workforce to be effective and efficient and achieve the organizational goals. The paper aims to outline that organizations have, as part of their digital transformation journey, opportunities to embrace the benefits that the new tools of the digital economy, such as cloud, mobility and big data analytics bring. The most immediate advantage of such a change is the ability to reduce the total IT spend, making the organization more frugal and allowing resources to be diverted into other ( potentially revenue generating ) parts of the business. As a method of proving that, we’ve taken several case study examples of enterprises both achieving savings by implementing new tools into their business. However, businesses often do not settle just for that but instead use part of the newly freed up resources to enhance their digital environments. Digital tools enable teams to work easily together and allow the workforce to access any and all of the organization’s resources from anywhere and at any time they wish. This “consumerized” demand model, where IT service is customized every step of the way is what lead enterprises to change their internal IT work frame and thus migrate from the legacy “one size fits all “ model, to the new, flexible, scalable and customizable model, through the usage of new capabilities like Cloud, Big Data, Analytics, Internet of Things (IoT), Mobility.
Adriana Dutescu, Adriana Florina Popa, Florin Dobre and Georgiana Oana Stanila
All types of companies providing financial professional services use, formally or informally, marketing principles and tools for the development of their business, in order to straighten their sustainability. By the end of 2009, in Romania, the financial professional services market has had a relatively constant and predictable development, the mandatory nature of these services being their most important promoter. This article presents the results of a survey aimed to highlight the impact of different marketing principles, techniques and tools on the sustainability of financial professional services in accounting and audit nowadays. The research is based on a questionnaire circulated to professionals with the relevant expertise in the financial-accounting domain. The number of responses obtained was considered meaningful, allowing the research results to be extrapolated to the entire studied population. The respondents, whose anonymity was respected, had multiple choice answers for most of the questions and also having the option of opened answers. The main findings of our research are a starting point in providing solutions to improve the sustainability of financial professional services through a coherent, innovative and effective marketing strategy.
The paper reveals how lean instruments and metrics applied in transportation translates the importance of logistic visibility and shared information between shippers, brokers, carriers and customers along the supply chain management. Recreating a new transportation network emphasizes the idea of discovering practical strategies and actions of reducing muda in terms of efficiency and costs. Transportation cost has to be focused on frequency of trips, shipping size, distance travelled, guide routes and deficient rates. One of the objectives of the research was the analysis of the transport efficiency using the Value Stream Mapping as an important lean tool used by many practitioners to identify sources of waste and to propose alternatives of improvement. As a first conclusion of the study, transportation cannot be analyzed like a distinct part of the supply chain, therefore, VSM had to be considered, structured and visualized as linked processes of wasteful activities that need to be measured and improved. The transportation network design reflects the geographic distribution conditions, the frequency and size of the orders, the gaps between the in-transit activities and non-intransit activities. Waste identification research was focused on elaboration of Transportation Visual Map starting with main activities such as: shipment loading, transporting goods to destination, unloading processes, and transportation back to the base and handling the paperwork. MOVE Measure was the new metrics that determined the transportation efficiency in terms of availability, performance and quality, all the factors being expressed in percentage. The results of the research showed the importance of using the VSM tool in transforming the transportation segment of the supply chain from a non-value- adding activity into an optimized value- adding process.
During times of change, when companies are going through major transformations like mergers, acquisitions, organizational re-structuring or culture change, marketing faces the challenge to implement the new strategy as scheduled, with no delays or changes. Internal customer change acceptance plays a significant role in this endeavor and marketers need to expand their role and complement Human Resources strategy to building trust between decision makers and employees, to learn and understand past issues and to find solutions. In this circumstance, marketers’ have to identify the variables that generally influence internal customer satisfaction and develop them in marketing tools aimed to increase it to the level that strategy is accepted and implemented faster than using only Human Resources mechanisms. This paper is a result of marketing practice in medium and large companies that went through organizational change. The goal of this case study is to create, based on time, discipline and cross-functional skills variables, a model of efficient processes and evaluation of marketing actions that will increase employees’ trust in change management decisions and will lead to their support and engagement. The three independent variables allowed researcher to study the complex relationship between internal client satisfaction phenomena, organizational change context and thirty-six cross-functional employees including management, ultimately to answer how these variables can be used by marketers to get the internal customer change buy-in. The research showed that the new developed marketing tools, that is to say a process flow associated with sustainable procedures and Service Level Agreements, increased internal customer satisfaction and contributed to smooth and consistent marketing strategy implementation, as scheduled. This result means the theory that marketers role in times of organizational change, besides regular Key Performance Indicators regarding the external client, expanded to complement Human Resources towards increasing internal customer satisfaction, determines a faster change acceptance, was validated.
Our approach, in this paper, is focused on life-long learning tools that are available for young Romanian entrepreneurs, in their early career stages. Life-long learning in the case of entrepreneurs is not a topic widely covered in scientific literature up to this moment. Most of the scientific papers related to entrepreneurship focus on the idea of innovation and creativity that characterizes entrepreneurship. On the other side, the scientific literature that considers life-long learning, discusses the case of employees or managers, who are required to improve their knowledge and skills in order to perform at the work place. For the current paper, it was aimed to survey the lifelong learning tools available to young Romanian people and to evaluate their efficiency with the help of interviews with young entrepreneurs on their educational path. Otherwise stated, we intended to provide more insights on the learning methods and practices of entrepreneurs, and to establish whether the current formal education represents a strong basis for entrepreneurs’ life-long learning. The research that we performed revealed that young Romanian entrepreneurs practice indeed a lifelong learning based not as much on formal education, as on learning by practicing and networking. Starting from the observations obtained, it was conceived, based on current European best practices and projective discussions with the same young entrepreneurs, a set of life-long learning initiatives that may be promoted in the entrepreneurial community, and we identify the actual steps to be taken by life-long learning education providers in order to implement these initiatives. This paper’s conclusions serve as both a state of the art analysis, in a field which is vital for entrepreneurs surviving in competitive environments, and as a prospective guide for improving the present market of life-long learning programs.