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Social value added (SVA) as an adaptation of economic value added (EVA) to the specificity of cultural institutions

–2020 . European Commission, December. Cervone, H.F. (2010). Using cost benefit analysis to justify digital library projects. OCLC Systems & Services: International digital library perspectives , 26 (2): 76–79. Chen, Shimin and Dodd, J.L. (1997). Economic Value Added (EVA’m): An Empirical Examination Of A New Corporate Performance Measure? Journal of Managerial Issues , IX : 318–333. Clawson, M. and Knetsch, J.L. (1966). Economics of Outdoor Recreation . Baltimore: Johns Hopkins University Press. Cordeiro, J.J. Jr. and Kent, D.D. (2001). Do EVA

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Application of Finance Management Instruments in Business Entities for example of PGE and Tauron Companies

Abstract

Running a business involves the risk borne by the owners. They are most often identified with failure to achieve expected rates of return by investors. The same mechanisms apply to business entities whose one of the main objectives is to maximize the profits level.

Equally important task, and according to the larger group of professional literature authors the most important is the increase of the company’s market value. Both purposes have common ground, involving the selection of indicators and instruments for the assessment of the financial condition and the value added of analyzed business entity.

The objective of this paper is to compare mechanisms used to assess the financial condition of enterprises and indicate imperfections of measures based solely on bookkeeping data derived from an annual financial report. Characteristic features and the more objective nature of economic measures, in particular such as the Economic Value Added (EVA), are presented.

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Study on Accounting Organization: Options and Influence Factors

consolidated annual financial statements, Official Gazette. no. 963 / 30.12.2014, as amended and supplemented. [4] Cătoiu Iacob (coord.), Cercetări de marketing - tratat, Ed. Uranus, București, 2009 http://www.armyacademy.ro [5] Diana Elena Vasiu, Balteş Nicolae, Gheorghe Iulian. Economic Value Added (EVA). A structural and dynamic analysis, during 2006-2013, of the companies having the business line in industry and construction, listed and traded on The Bucharest Stock Exchange, 2015, Revista „Theoretical and Applied Economics” Ediţie

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Theoretical and Methodological Approaches on the Intellectual Capital

organizations, Nicholas Brealey Publishing, London 18. Sveiby, K.E., (1997), The new organizational wealth: Managing & measuring knowledge-based assets, Berrett-Koehler Publishers, San Francisco 19. Ting, I.W.K., Lean, H.H., (2009), Intellectual Capital Performance of Financial Institutions in Malaysia. Journal of Intellectual Capital, 10(4), pp. 588-599 20. Trandafir R.A., (2015), The Economic Value Added (EVA) - A measurement indicator of the value creation within a company from the Romanian seaside hotel industry, Annals of the “Constantin Brâncuși

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Measurement of Social Innovation at Organisation’s Level: Theoretical Issues

concepts into a supplier selection exercise Business Education and Accreditation 4 1 1 12 Habib, A. & Varqa, S. B. (2014). Introducing the Double Bottom Line (DBL) Measurement Approach for the Social Business Model and the Economic Valued Added (EVA) Theory as a Measure of Financial Sustainability. World Journal of Social Sciences , 4 (3), 12–23. Retrieved from http://wjsspapers.com/static/documents/October/2014/2.%20Adnan.pdf Habib A. Varqa S. B. 2014 Introducing the Double Bottom Line (DBL) Measurement Approach for the Social Business

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Reengineering of production processes and its impact on the financial situation and business performance of the company

, and the economic value-added (EVA) indicator. 2 Research methods Based on the study of theoretical knowledge, a manufacturing company was recommended the methodology of process reengineering according to Hammer and Champy (2000) . In the company, the methodology was practically implemented in the production process. The methodology had six phases, which are described in Tab. 2 . Tab. 2 Six phases of the Hammer and Champy methodology PHASE OBJECTIVE Introduction into business reengineering The “case for action” is a description of the

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