Dezvoltarea şi perfecţionarea relaţiei inovaţie – capital intelectual – cerinţă a performanţei organizaţionale în firmele româneşti

In a knowledge economy, innovation is the competitiveness key and the acquisition and dissemination of knowledge in social systems is the result of collaboration between individuals and communities of interest. Managers can not measure the innovative capacity of the organization, but they may improve his performance. Managers can improve the rate and quality of innovation and competitiveness on the market. Intellectual capital through its three forms - human capital, organizational capital and structural capital, it makes organizational performance. The purpose of this article is to highlight the relationship between innovation, intellectual capital and organizational performance.innovation, entrepreneurship, human capital, intellectual capital, structural capital, performance.

STUDY ON THE PERFORMANCE EVALUATION MODELS OF SMALL AND MEDIUM ENTERPRISES IN ROMANIA

In the current economic context, market by the globalization of the requirements of the European integration process, there is a growing interest in the business performance, so that they substantially improve their competitiveness in the European requirements. The paper highlights some of the results of a study conducted by the author in the doctoral program. One aim of this study was to determine the usability of business excellence models to assess the performance of small and medium enterprises in Romania. The research was conducted by the author in 2011-2012, in 173 small and medium enterprises in Romania. The research has shown that small and medium enterprises in Romania are concerned with the use of a business excellence model either Romanian or European model. Although uses a model of excellence in business, yet they meet certain criteria of the EFQM European Excellence Model

Dezvoltarea şi perfecţionarea relaţiei inovaţie – capital intelectual – cerinţă a performanţei organizaţionale în firmele româneşti

In a knowledge economy, innovation is the competitiveness key and the acquisition and dissemination of knowledge in social systems is the result of collaboration between individuals and communities of interest. Managers can not measure the innovative capacity of the organization, but they may improve his performance. Managers can improve the rate and quality of innovation and competitiveness on the market. Intellectual capital through its three forms - human capital, organizational capital and structural capital, it makes organizational performance. The purpose of this article is to highlight the relationship between innovation, intellectual capital and organizational performance

Analiză privind performanţele sectorului de afaceri din România în contextul crizei economice mondiale

Economists argue that the SME sector is the most important Romanian economy and also the only sector that can bring economic recovery. The entrepreneurs are the key to economic recovery and stimulates the enhancement of SMEs to contribute to ensuring economic growth resources in difficult times. Paper aims to reflect the impact of global economic crisis on the number of SME development in Romania. The article is based on an analysis of research conducted by the Doing Business Report 2010, at the level of 183 countries worldwide. Article highlights the performance of the business environment in Romania, according to Romania's position on the indicators evaluated in the league

Analiză privind performanţele sectorului de afaceri din România în contextul crizei economice mondiale

Economists argue that the SME sector is the most important Romanian economy and also the only sector that can bring economic recovery. The entrepreneurs are the key to economic recovery and stimulates the enhancement of SMEs to contribute to ensuring economic growth resources in difficult times. Paper aims to reflect the impact of global economic crisis on the number of SME development in Romania. The article is based on an analysis of research conducted by the Doing Business Report 2010, at the level of 183 countries worldwide. Article highlights the performance of the business environment in Romania, according to Romania's position on the indicators evaluated in the league

Current Approaches Regarding the Knowledge Management Impact on SMEs Performance

Managing knowledge is a critical capability for small to medium-sized enterprises (SMEs) to master because it helps them leverage their most critical resource. Organizational knowledge is the most salient resource at the disposal of SMEs in terms of availability, access, and depth. Successful SMEs are those who can leverage their knowledge in an effective and efficient manner, so as to make up for deficiencies in traditional resources, like land, labor, and capital. The purpose of this article is to identify the knowledge management impact on SMEs performance and to compare knowledge management in SMEs with knowledge management in large companies. The research discovered that SMEs do not manage knowledge the same way as larger organizations.knowledge management, performance, SMEs.

INTELLECTUAL CAPITAL INVESTMENT, KEY FACTOR IN ACHIEVING ORGANIZATIONAL PERFORMANCE IN PHARMACEUTICAL COMPANIES

In knowledge-based economy, intangible assets such as knowledge and intellectual capital are becoming the new core competencies. Intellectual capital is an asset that increases its value as it is used; therefore investments in intellectual capital and knowledge represent power and profitability. This paper proposes to highlight the synergy between investments in intellectual capital, a valuable and strategic asset, and achieving and sustaining competitive advantage and organizational performance in knowledge-based society. Intellectual capital becomes the essential part of the system of contemporary economic and sustainable development, the company is seen as a means to create, integrate, store and apply knowledge. Every organization holds a specific intellectual capital characterized by a potential of knowledge and, respectively by a capacity to use it in a creative manner. Expansion of intellectual capital can be achieved if innovation and creativity are present in an organization, but also through the dissemination of innovation and the convergence of top technologies. Intellectual capital, an important source of an organization’s economic, sustainable development is crucial to manage the intellectual resources and capabilities, needs to be taken seriously into account in formulating business strategy. Holding superior intellectual resources, organizations must exploit and develop resources in a competitive manner, meaning that the intellectual capital value exist with the knowledge of individuals, but can be institutionalized as part of systems and organization structure. Pharmaceutical companies should invest in developing creative skills for R&D professionals, and strengthening of management skills to demonstrate that intellectual capital achieves the strategic objectives for health therapiesintellectual capital, investment, knowledge, knowledge management, pharmaceutical industry.

Study Regarding the Implementation and Certification of a Social Responsibility Management System by Worldwide Enterprises

The objective of this paper is to highlight the current stage of implementation and certification of a corporate social responsibility management system in worldwide enterprises. To achieve the objective the author conducted a study based on official data regarding the certification of a corporate social responsibility management system in worldwide enterprises. Research results reveals that worldwide, only 22 certification bodies are accredited and allowed to work on certification of management systems in conformity with the requirements of international standard SA 8000. Also the research results shown that the certification and implementation of a social responsibility management system in the last 15 years has increased significantly, from 8 facilities certified in 1998 to 3254 organizations in 2013

Study On The Multi-Project Management Practices for Complex Investments

This paper highlights the results of a study carried out during the doctoral research in case of multi project Engineering, Procurement, Construction, Commissioning (EPCC) investment types. The objective of this study was to improve the project portfolio management. The methodology used in the research presented in this paper is focused on the analysis of the authors related to the approaches debated in literature and theirs applicability in EPCC type investment programs. In this sense were analyzed 11 international projects in petrochemical and refinery field and also 7 investments in other different areas of chemical industry. The research highlighted that the management process of these investments can be improved trough the correct project integration, being able to provide a performing working environment able to sustain the management team in identifying the investment program criticalities and congestion points in order to be able to manage them in an efficient manner in order to assure the reach of the investment goal. Having as consequence the possibility to significant reduction of execution period, up to 16% and in the mean time also the delays related risks through a more efficient investment managerial act