<abstract xmlns="http://www.w3.org/1999/xhtml">This study aims to analyze the relationship between perceived usefulness, perceived ease of use and trust in the attitudes and decisions of shopping for online fashion products. This study used purposive sampling in the survey method with a sample of 70 respondents from the city of Jakarta. The results of this study indicate that perceived ease of use has no effect on consumer purchasing decisions. While the factors of perceived usefulness and trust are factors that significantly influence consumers’ decisions to shop online. The results of this study are used as a reference for entrepreneurs who conduct online marketing to increase their attention to trust and usability factors because this is what concerns consumers in their purchasing decisions, especially fashion products.</abstract>

Consumer Decisions toward Fashion Product Shopping in Indonesia: The effects of Attitude, Perception of Ease of Use, Usefulness, and Trust

<abstract xmlns="http://www.w3.org/1999/xhtml">The need for economic diversification as Nigeria’s economic crisis heightens and the apparent neglect of the hospitality and tourism sector jointly motivate this study. The paper analyzes the contribution of the hospitality and tourism sector to Nigeria’s national development. The study uses the Ordinary Least Squares (OLS) regression method to analyze the data which span from 1981 to 2017. The results show evidence of a positive and strong relationship between the contribution of the sector and real gross domestic product (RGDP) in Nigeria. Hospitality and tourism sector is estimated to contribute a total of 48.96% variation in RGDP between 1981 and 2017 in Nigeria. From the regression result, the contribution of the hospitality and tourism sector is having a significant positive impact on RGDP. The study is suggesting that the government ought to make an empowering situation for the area to thrive and affect more on national advancement. The examination suggests the arrangement of satisfactory foundations, financing, security, and good roads enhance patronage and accessibility to various tourism destinations in Nigeria.</abstract>

Nigeria’s Economic Diversification with an Emphasis on Hospitality and Tourism Sector as a Necessity

<abstract xmlns="http://www.w3.org/1999/xhtml">Corruption in Nigeria is so lucrative that the threat of jail term is not enough to deter perpetrators, and the president’s body language is also worsening the situation. The National Bureau of Statistics has estimated $4.6 billion as the cost of corruption in Nigeria, confirming the country’s worsening Corruption Perceptions Index of the Transparency International. Nigeria’s 2018 CPI ranking became worst-off after scoring 27 out of 100 points, far below the world average of 43, and Sub-Sahara Africa average of 32.02. Given that Transparency International relies on the perception of institutions rather than measuring actual corruption experiences of the citizens, this study is set out to capture the experience of the latter. The study employs a quantitative research methodology based on a sociological questionnaire. The findings reveal robust evidence that corruption reacts to standard economic incentives, as it is tagged as an economic cost of getting the job done. Corruption, therefore, became institutionalized and thus a telling effect on the emerging political culture and behavior. The anticorruption strategy has also been that of media trial and seizure of accused persons’ assets. Hence the effects of anti-corruption policies are often weakening as businessmen, politicians and public officials often find alternate strategies for rent seeking.</abstract>

Nigeria’s Corruption Score Card

<abstract xmlns="http://www.w3.org/1999/xhtml">There is a lack of effective, comprehensive understudy training programs in the Roads Authority (RA) of Namibia, compounded by a lack of monitoring and evaluation mechanisms of such programs. Minimal research has been done on the topic of understudy programs and knowledge transfer in Namibia. The objectives of this study were to investigate the implementation of the RA’s understudy programs and their management and determine the extent to which expatriates comply with the understudy policies. This study adopted a mixed research approach. Data for the study were obtained through face-to-face interviews and self-administered questionnaires. The motive behind this choice was the need to communicate only with those with experience as mentors or who have been appointed as understudies in the Roads Authority (RA). The overall findings established that the effectiveness of the understudy program was hampered by a lack of commitment, awareness and communication, and a lack of personal growth and development opportunities. In addition, the study revealed conflicting roles in work situations due to incompatible work programs, and scheduling of the program. It is recommended that RA devise formal training programs for understudies appointed to understudy expatriates and ensure that those are strictly enforced. The program should include tacit on-the-job knowledge transfer which is monitored by management on a regular basis. The program should be tailored to suit the employees’ training needs. In addition, regular information sessions should be conducted in order to sensitize all parties involved concerning the understudy policy and Affirmative Action Act, No.28 of 1998.</abstract>

An Analysis of the Effectiveness of Understudy Programs: The Case of the Roads Authority Namibia

<abstract xmlns="http://www.w3.org/1999/xhtml">The purpose of this paper is to analyze the enterprise value determinants, in order to help the interested parties make correct (investment) decisions by studying industry cases of mergers and acquisitions (M&amp;A). In order to understand and identify value-adding opportunities for the companies, the paper investigates a divestiture within a major international steel group. The research questions refer to the understanding of the relationship between the enterprise value and market capitalization of the selected companies acting in the steelmaking field, including other factors such as the revenue, EBITDA, EPS or ownership structure. In order to understand how the enterprise value is determined, we have analyzed relevant theories, including Tobin’s Quotient (Q) for a company/aggregate corporation, for the study of the relationship between the market value and its replacement value. If used empirically, Tobin’s q helps avoid issues of estimating shareholders’ risk-adjusted required return by the market prices. However, Q is not (yet) used in practice in the valuations of companies, because of the lack of the necessary input data. Besides using the graphical visualization of the share price, we have used the datasets available for several years on the value of several mature steel producing companies, market capitalization, and other indicators. The methodology also includes Market Comparable method and own spreadsheet calculations. After analyzing the evolution of the share price for the global steelmaking leader (ArcelorMittal), between 2009 and 2018, we have not identified any growth potential; the market value of ArcelorMittal is a proxy for the market value of its assets.</abstract>

Bucharest University of Economic Studies, Council for Doctoral Studies

Challenging the Status Quo: Steel Producer Case Study on the Enterprise Value for M&amp;A

<abstract xmlns="http://www.w3.org/1999/xhtml">This paper is part of the broader theme of change management studies with the view to present, in particular, the approach of managing change and innovation in terms of Stra.Tech.Man (Strategy-Technology-Management synthesis). After a brief review of the principal theoretical approaches and the main study directions in the analysis of the problem of change management, this paper examines the critical dimensions in the study of contemporary organizational change perceived in the theoretical perspective of a “living organism” as against the “mechanistic” approach to organizations. It concludes by examining change management in terms of Stra.Tech.Man, expounding and analyzing the five steps of Stra.Tech.Man as a new conceptual approach to managing change.</abstract>

Change Management and Innovation in the “Living Organization”: The Stra.Tech.Man Approach

<abstract xmlns="http://www.w3.org/1999/xhtml">Building a personal brand in this modern age, where technology and social platforms redefine the way individuals interact, has become a necessity, especially for the young generation Z which are increasingly involved in the online medium. A personal brand conveys an individual’s identity and distinctiveness and it has become an important tool for young individuals that enables them to achieve success regardless of their status: they can be young professionals in search for a job, public speakers, bloggers, managers or entrepreneurs. In this context, this paper focuses on Generation Z and the importance of building a personal brand in the age of social media. Taking into consideration the recent development of personal branding tools and social media platforms, such as Facebook, Instagram or LinkedIn, the aim of this paper is to investigate the degree in which young individuals, belonging to Gen Z, understand the benefits of social media personal branding in order to create a strong online identity to help them at the start of their career. It is specifically interesting to discover how Gen Z individuals appreciate the efficiency of personal branding through social media outlets, considering that they belong to a generation known for being digital and tech-savvy, more so than their predecessors.</abstract>

alexandra.vitelar@facultateademanagement.ro

Like Me: Generation Z and the Use of Social Media for Personal Branding

<abstract xmlns="http://www.w3.org/1999/xhtml">The multifaceted interplay of economic and political factors in the process of euro adoption suggests the opportunity to take a political economy perspective on this complex issue. In this sense, a number of key political-economy related issues can be distilled in relation to the process of euro adoption, which will structure the following analysis. What are the key national winners and losers of this possible event? What role has interest groups pressure played in this process? Under what circumstances may bureaucracies such as the central bank body of experts act as a deterrent for the political end that is the single currency adoption? How are internationally exposed companies expected to behave and to promote their interests in relation to this event? What is the relative importance of the internal politics dynamic for euro adoption? We rely on process tracing to approach these questions for the Romanian case. Policy documents, newspaper articles, academic articles, economic indicators, and elite interviews are used to create an analytical narrative based both on a one-point-in-time description of the situation and on a timeline that lists the sequence of some relevant events. We argue that a specific combination of economic and political factors led to the failed euro adoption in Romania.</abstract>

Not Only Economics: The Political Economy of Euro Adoption in Romania

AHEAD OF PRINT

Volume 12 (2024): Issue 1 (March 2024)

Volume 11 (2023): Issue 4 (December 2023)

Volume 11 (2023): Issue 3 (September 2023)

Volume 11 (2023): Issue 2 (June 2023)

Volume 11 (2023): Issue 1 (March 2023)

Volume 10 (2022): Issue 4 (December 2022)

Volume 10 (2022): Issue 3 (September 2022)

Volume 10 (2022): Issue 2 (June 2022)

Volume 10 (2022): Issue 1 (March 2022)

Volume 9 (2021): Issue 4 (December 2021)

Volume 9 (2021): Issue 3 (September 2021)

Volume 9 (2021): Issue 2 (June 2021)

Volume 9 (2021): Issue 1 (March 2021)

Volume 8 (2020): Issue 4 (December 2020)

Volume 8 (2020): Issue 3 (September 2020)

Volume 8 (2020): Issue 2 (June 2020)

Volume 8 (2020): Issue 1 (March 2020)

Volume 7 (2019): Issue 4 (December 2019)

Volume 7 (2019): Issue 3 (September 2019)

Volume 7 (2019): Issue 2 (June 2019)

Volume 7 (2019): Issue 1 (March 2019)

Management Dynamics in the Knowledge Economy

Aims and Scope  The aim of Management Dynamics in the Knowledge Economy (MDKE) is to address in an interdisciplinary framework the dynamics of the organization management and its strategic approaches by considering the imperatives and the contingencies of the new societal and economical environments at a local, national or global scale, with a special emphasis on emerging economies.  MDKE aims to foster meaningful academic discussions and to support the exchange of ideas on principles, strategies, models, techniques, methodologies, and applications of management science in all the important fields of interest.  The first issue of MDKE was published in April 2013, both online and in print. The journal was initiated by Prof. Dr. Constantin Brãtianu from the Bucharest University of Economic Studies, Prof. Dr. Florina Pînzaru and Prof. Dr. Alexandra Zbuchea, from the Faculty of Management, National University of Political Studies and Public Administration (SNSPA), Bucharest, Romania. Starting with 2015, the journal is published exclusively online, 4 issues annually. Since 2019 the journal is published in cooperation with de Gruyter, on the Sciendo platform.  As intended from its very beginning, the journal is interested in research that crosses the boundaries of single academic subjects stimulating interdisciplinary, multidisciplinary and transdisciplinary research. Topics can cover research, non-exclusively, in the following domains: management, strategic management, innovation management, change management, international management, organizational behavior, entrepreneurship, leadership and governance, knowledge management, brand management and consumer behavior, business, business process optimization, corporate social responsibility, financial and economic management, e-business and digitalization, and sustainability management.  Types of Submissions  The journal welcomes three types of submissions, namely: conceptual papers, research articles and literature reviews, all of them being subject to a double-blind peer review.  Description of the Peer Review Process  Management Dynamics in the Knowledge Economy is a double-blind peer-reviewed academic publication. Peer review is a key element of scientific publishing, and it serves several main purposes: to filter the research to select the most relevant studies; to improve research quality, by highlighting key points and correcting errors; to help the authors to improve their work, through offering specific comments on the key aspects of a research article: title, abstract, keywords, content and analysis, discussions, conclusions and references.  Regarding the selection of the review-team, to ensure the high-quality and the objectivity of the review, the two reviewers associated to each proposal are selected based on the following principles: they are specialists in the field of the submitted article, and they are from different countries of origin so to support an international perspective.  Abstracting &amp; Indexing  Management Dynamics in the Knowledge Economy is abstracted/indexed in: BASE (Bielefeld Academic Search Engine), CEEOL, DOAJ, EBSCO, ERIH Plus, Index Copernicus, ProQuest, and RePEc – EconPapers and other databases (please visit the A&amp;I section).  Several other A&amp;I service providers are evaluating the journal for inclusion. Please periodically check this section for further information.  Open Access Statement  MDKE is an open access scholarly journal that allows free access to its content (articles, issues). MDKE is available online to the readers without financial, legal, or technical barriers (no article publication charges), based on the theory to keep an article's content intact. Authors can use Creative Commons licenses to specify usage rights of articles.  This journal is licensed under a Creative Commons — Attribution-NonCommercial-NoDerivatives 4.0 International — CC BY-NC-ND 4.0.  Copyright Notice  Authors hold the copyright for the published papers. They can make the respective works available in different situations, such as: on their websites, on universities blackboard systems, as teaching materials, etc.  APC Policy  To publish in Management Dynamics in the Knowledge Economy, authors are not required to pay an Article Processing Charge.  Manuscript Formatting  Formatting – Before publication, all articles undergo a formatting stage in which their format is made compatible to the requirements of the journal MDKE. All authors are asked to comply with the Article Template requirements before submitting their articles, but all accepted articles still require minor alterations in format and style. Once the editorial team agrees on the final version, a final copy of the article will be sent to the authors for approval and then will be sent to the Publishing House to ensure the online publication. After that moment, the papers cannot be altered in any way. For further details, please see Author guidelines page.  Manuscript Submission  Authors should submit their manuscript in a MSWord format, adapted for the Windows operating system and DOC or RTF file to the Editor via the online platform. No hard copies are required.  When submitting an article, no author identification has to be provided in the paper uploaded initially on the platform. If the paper is finally accepted for publication, the final submission should comply with the MDKE Author Guidelines. Please note that submissions not complying with these guidelines will be rejected on formal grounds.  Authors should register and log-in prior to submission. When registering on the platform, we recommend the authors to register themselves as readers as well. This will enable them to easily have access to all the issues of the journal.  By submitting the paper, the authors certify that the study proposed is their own, that they hold the rights to present the information included in the paper and that they give the publication rights to the publishers of the journal. All papers are checked with anti-plagiarism software.  Alongside the manuscript in a MSWord format, two other documents filled and signed should be uploaded: MDKE Originality Statement and Copyright Agreement and Open Access License.  Submission Management  Each submission is acknowledged by one of the members of the editorial team and then the pre-selection begins. At this stage, the members of the editorial team choose to either reject the article directly or to send it to the reviewers for a thorough review. The grounds for immediate dismissal (desk rejection) of a manuscript are the following:   Plagiarism  The standard of English is not considered to be good enough for publication. If English is not the first language of the authors, they should make sure the paper is proofread by a professional or a native speaker.  The manuscript does not fit with the scope of the journal or does not follow rigorously the author’s guidelines and paper template.  The data presented in the article are outdated (either the bibliography is not up-to-date or the research materials are too old).  Each author receives notice of the final decision made by the editorial team which can be of two kinds: a) decision to include the article in the review process or b) decision to reject the article followed by the list of reasons that have led to that decision. Authors whose articles have been rejected for reasons other than fraud can choose to resubmit their work for a second time. If after the second try the article is still not considered a good fit for the journal, then the author is prohibited from resubmitting the work again.  If the article passes this pre-selection then it is sent for peer-review to two professionals with experience in the field. This stage lasts for maximum four weeks, depending on the complexity of the article and the availability of experts in the field. The final decision of the peer-review process can be as follows:    Accepted with no changes – When the paper satisfies all qualitative and quantitative requirements.  Accepted with minor changes – This decisions signal that the article in its present form, with minor modifications is suitable for publication. The authors received the decision followed by the suggestions of the peer reviewers and their submission, after alterations, will step on to the next stage.  Accepted with major changes – Most of the articles submitted to MDKE fall in this category. These are articles which show promise, but they need further elaborate work. Thus, each reviewer sends his or her recommendations and the authors are encouraged to revise their articles, answering to each of these recommendations.  Rejected – This decision signals that there are major concerns over the quality of the scientific materials presented in the paper and that the reviewers consider there is no chance in improving the article in such a way as to become a suitable candidate for publication in MDKE.   After formatting, all articles set to be included in the following issue will appear online according to the publication schedule.  Plagiarism Policy  The editorial board is participating in a growing community of Similarity Check System's users in order to ensure that the content published is original and trustworthy. Similarity Check is a medium that allows for comprehensive manuscripts screening, aimed to eliminate plagiarism and provide a high standard and quality peer-review process.     Archiving  Sciendo archives the contents of this journal in Portico - digital long-term preservation service of scholarly books, journals and collections.  Publication timeline  The editors of the journal accept manuscript submissions all year round. The journal is published quarterly, in March, June, September, and December.  Privacy Statement  The names and email addresses entered in this journal site will be used exclusively for the stated purposes of this journal and will not be made available for any other purpose or to any other party. Please pay attention to all the information on the website and be aware that affiliations of authors and reviewers are public on the platform. By submitting the required information, the authors implicitly agree to make public the data. 