Aspects regarding the Romania’s position in the global competition of knowledge-based economy

The objectives of proposed research are fits into the context of reflecting the level of development reached by our country, developments in information and knowledge-based society. We consider relevant for our research the approach and the diagnosis of our country's position in the global competition of the knowledge-based economy, through representative models of strategic analysis. Taken into account the fundamental importance of information and communication technology (ICT) for supporting the development of our country towards the knowledge society and its integration into EU research, the research aims at achieving a "radiography" of ICT sector.competitive advantage, ICT, competitiveness, knowledge, development

Strategies for Achieving Sustainable Competitive Advantage to Enhance Company Performance

This study outlines a sustainable competitive advantage strategy aimed at enhancing company performance. Contingency theory is employed to elucidate strategies linked to the external business environment, thereby determining company performance. Additionally, the Resource-Based View (RBV) theory expounds upon the resources possessed by companies, with the intention of bolstering company performance within the context of a highly competitive global business landscape. The method employed in this study involves the utilization of library research methodology (library research). The findings of this study underscore that the strategy employed encompasses a business approach enabling companies to attain sustainable competitive advantage. This encompasses various facets such as the strategy type, strategic mission, and strategic positioning. Fundamentally, a sustainable competitive advantage strategy in business necessitates the identification of opportunities and an ongoing commitment to innovation to differentiate the company from its peers and mitigate imitation risks. Continuous innovation serves as a catalyst towards ultimately achieving a sustainable competitive advantage. Furthermore, the company undertakes a diversification strategy to heighten corporate value. Through diversification, the anticipation is for the company to yield increased profitability

Strengthening Economic Subjects' Internal Capacities: marketing management and CRM

Radical changes in business environment, especially those that are generated by global economic/financial crisis, highlight the importance of applying modern marketing management concepts. The concept of crisis management concept provides rational analytical framework for performing necessary structural changes as a response to the environment challenges. Achieving a sustainable competitive advantage and high level of satisfaction of increasingly demanding customers with the decreasing effective demand market conditions, implies complex corporate restructuring, based on market reorganizing and strengthening the internal capacity of the company. This can provide a new strategic leverage through innovations in business portfolio and implementation of internal and strategic marketing activities. With the help of CRM system, that provides relevant information basis, strengthening internal capacity can secure company’s growth and development

Strategy of Enterprise

This course helps students understand the basics of strategic planning process and choose strategic alternatives in conditions of uncertainty. Students will examine strategy hierarchy for single-business organisations (competitive strategy, which develops and sustains a competitive advantage for the goods and services that are produced) and multi-business organisations (corporate strategy, which is the hierarchically highest strategic plan of the organisation, which defines the global goals and ways of their achieving within strategic management)

Strategy of Enterprise

This course helps students understand the basics of strategic planning process and choose strategic alternatives in conditions of uncertainty. Students will examine strategy hierarchy for single-business organisations (competitive strategy, which develops and sustains a competitive advantage for the goods and services that are produced) and multi-business organisations (corporate strategy, which is the hierarchically highest strategic plan of the organisation, which defines the global goals and ways of their achieving within strategic management)

The role of supply chain integration in achieving competitive advantage: A study of UK automobile manufacturers

The competitive nature of the global automobile industry has resulted in a battle for efficiency and consistency in supply chain management (SCM). For manufacturers, the diversified network of suppliers represents more than just a production system; it is a strategic asset that must be managed, evaluated, and revised in order to attain competitive advantage. One capability that has become an increasingly essential means of alignment and assessment is supply chain integration (SCI). Through such practices, manufacturers create informational capital that is inimitable, yet transferrable, allowing suppliers to participate in a mutually-beneficial system of performance-centred outcomes. From cost reduction to time improvements to quality control, the benefits of SCI extend throughout the supply chain lifecycle, providing firms with improved predictability, flexibility, and responsiveness. Yet in spite of such benefits, key limitations including exposure to risks, supplier failures, or changing competitive conditions may expose manufacturers to a vulnerable position that can severely impact value and performance. The current study summarizes the perspectives and predictions of managers within the automobile industry in the UK, highlighting a dynamic model of interdependency and interpolation that embraces SCI as a strategic resource. Full commitment to integration is critical to achieving improved outcomes and performance; therefore, firms seeking to integrate throughout their extended supply chain must be willing to embrace a less centralized locus of control

The Role of Social Responsibility in Company Strategy

Social responsibility is an irreplaceable concept in the modern global economic network. As the concept of social responsibility "matured" in business and science, an increasing number of investors have recognized the benefits of conducting socially and environmentally conscious business and are encouraging the management and other stakeholder groups to implement socially responsible activities to achieve strategic goals. Strategic implementation of socially responsible activities opens up the space for creating a market position that competitors can hardly reach. They would have to successfully imitate the whole spectrum, not just a single socially responsible activity. This paper aims to discuss the relationship between the implementation of social responsibility and company strategy in light of previous research. Sustainable competitive advantage and a positive business result stem from a quality strategy adhered to by all organizational levels in the company. A good link between corporate strategy and the concept of social responsibility is a prerequisite for achieving long-term business sustainability in the global economic network. Based on the above, social responsibility is considered an important strategic element. &nbs

Strategic Channel Design

When choosing distribution channels, companies need to rely on design principles that are aligned with their overall competitive strategy. Accelerating technological change, heightened marketplace demands, more aggressive global competition, and shifts in the workforce and population demographics are affecting distribution channels, forcing companies to reconsider fundamental assumptions about how they reach their markets. The magnitude of change demands a strategic perspective that views channel decisions as choices from a continually changing array of alternatives for achieving market coverage and competitive advantage — subject, of course, to the constraints of cost, investment, and flexibility. Tactical responses, based on maintaining power balances, managing conflicts, and minimizing transaction costs to pursue greater efficiency, will not suffice

Competitiveness Of The Croatian Exhibition Industry And The Impact Of The Economic Crisis

The recession has conquered the world exhibition industry. Croatia was not spared either. Since the exhibition industry is strongly correlated with the economic situation in industry sectors, and the economic recovery is going slow, a lot of time seems to remain for the struggle to keep the fair business afloat. The article analyses and researches the global exhibition industry trends, the trade fair and exhibition industry in Croatia, its quality and the scope of influence, core competences, advantages of employing the strategic management model for professional fair operating companies and the possibility for the industry to achieve competitive advantage. The conducted empirical research reveals to what extent the strategic level linked to the project management contributes to better performing and achieving the business excellence in this industry. Additionally, some new business models and tools are being proposed and evaluated to be used for reducing the damage not only in TF&E industry, but in various kinds of service industries in Croatia, such as CEM

Convergence and divergence dynamics in British and French business schools: how will the pressure for accreditation influence these dynamics?

This paper focuses on convergence and divergence dynamics among leading British and French business schools and explores how the pressure for accreditation influences these dynamics. We illustrate that despite historical differences in approaches to management education in Britain and France, these approaches have converged partly based on the influence of the American model of management education but more recently through the pursuit of accreditation, in particular AASCB and EQUIS. We explore these dynamics through the application of the resource-based view of the firm and institutional theory and suggest that whilst achieving accreditation is a necessary precursor for international competition, it is no longer a form of competitive advantage. The pursuit of accreditation has fostered a form of competitive mimicry reducing national distinctiveness. The resource-based view of the firm suggests that the top schools need a more heterogeneous approach that is not easily replicable if they are to outperform the competitors. Consequently, the convergence of management education in Britain and France will become a new impetus for divergence. We assert that future growth and competitive advantage might be better achieved through the reassertion of national, regional and local cultural characteristics