STRATEGIES OF CORPORATE SOCIAL RESPONSIBILITY IN THE EUROPEAN UNION

The present paper emphasizes the corporate social responsibility (CSR) state and development strategies in the European Union and at the level of the Romanian business environment. The aim of the paper is to present the similarities and differences in theCorporate Social Responsibility, Corporate Strategy, Vision – Mission – Values System

CORPORATE SOCIAL RESPONSIBILITY DURING THE ECONOMIC CRISIS. THE CASE OF THE ROMANIAN COMPANIES

The aim of the present paper is to identify and comment on the existing relationship between corporate social responsibility (CSR) and the current economic crisis, by focusing on the experience of the Romanian companies. After briefly defining the concept of CSR, the article presents the above mentioned relationship from a triple perspective: the lack of ethics as a cause of the economic crisis, the threat of CSR in periods of crisis and the opportunity of CSR in periods of crisis, considering that the last perspective could be maximized if companies are going to approach CSR from a strategic point of view. Finally, the second part of the paper presents what Romanian companies really do, but, more important, what they should do in order to increase their effectiveness in terms of CSR implementation when social budgets seem to remain constant or even decrease.Corporate Social Responsibility, Economic Crisis, Stakeholders, Risk Management

Romanian insurance business trends and the International crisis effects on it

Is it interesting a 2 billion euro insurance market for the “old” Europe? “Not very much” one may say considering this figure represents no more than 16% of the insurance turn-over in the case of the most recent entry in the Romanian market, Groupama.The answer is still not as simple as that because “interesting” in business terms is not only about today, but very much about tomorrow. By the end of 2007 it was obvious that the Romanian insurance market is far from calming down. Not only that for the time being change is still the main real constant in use, but figures show that the market environment becomes more challenging than ever these days. The market situation showed that this allegation it was by that time more likely to be true than ever

ROMANIAN INSURANCE BUSINESS TRENDS AND THE INTERNATIONAL CRISIS EFFECTS ON IT

Is it interesting a 2 billion euro insurance market for the “old” Europe? “Not very much” one may say considering this figure represents no more than 16% of the insurance turn-over in the case of the most recent entry in the Romanian market, Groupama. The answer is still not as simple as that because “interesting” in business terms is not only about today, but very much about tomorrow. By the end of 2007 it was obvious that the Romanian insurance market is far from calming down. Not only that for the time being change is still the main real constant in use, but figures show that the market environment becomes more challenging than ever these days. The market situation showed that this allegation it was by that time more likely to be true than ever

ROMANIAN INSURANCE BUSINESS TRENDS AND THE INTERNATIONAL CRISIS EFFECTS ON IT

Is it interesting a 2 billion euro insurance market for the “old†Europe? “Not very much†one may say considering this figure represents no more than 16% of the insurance turn-over in the case of the most recent entry in the Romanian market, Groupama. The answer is still not as simple as that because “interesting†in business terms is not only about today, but very much about tomorrow. By the end of 2007 it was obvious that the Romanian insurance market is far from calming down. Not only that for the time being change is still the main real constant in use, but figures show that the market environment becomes more challenging than ever these days. The market situation showed that this allegation it was by that time more likely to be true than ever.insurance, trends, crisis, change, strategies, Agricultural Finance, Community/Rural/Urban Development, Financial Economics, Political Economy,

On corporate risk management practices in Romanian companies

The purpose of this paper is to provide an understanding of corporate risk management practices in Romanian companies, by investigating the risk management approaches Romanian companies take. Our main findings are that Romanian managers are not aware of the magnitude of exposure their companies have to various types of risk – hazard, operational, financial and strategic risks, while they are able to manage rather well all these risks, even the ones that have the lowest impact on the business. At the same time, risk management systems employed by Romanian companies are rather inarticulate and based on traditional approaches towards risk management, which might represent by itself a major source of risk, given the complexity of the business environment they face

ON CORPORATE RISK MANAGEMENT PRACTICES IN ROMANIAN COMPANIES

The purpose of this paper is to provide an understanding of corporate risk management practices in Romanian companies, by investigating the risk management approaches Romanian companies take. Our main findings are that Romanian managers are not aware of the magnitude of exposure their companies have to various types of risk – hazard, operational, financial and strategic risks, while they are able to manage rather well all these risks, even the ones that have the lowest impact on the business. At the same time, risk management systems employed by Romanian companies are rather inarticulate and based on traditional approaches towards risk management, which might represent by itself a major source of risk, given the complexity of the business environment they face

ON CORPORATE RISK MANAGEMENT PRACTICES IN ROMANIAN COMPANIES

The purpose of this paper is to provide an understanding of corporate risk management practices in Romanian companies, by investigating the risk management approaches Romanian companies take. Our main findings are that Romanian managers are not aware of the magnitude of exposure their companies have to various types of risk – hazard, operational, financial and strategic risks, while they are able to manage rather well all these risks, even the ones that have the lowest impact on the business. At the same time, risk management systems employed by Romanian companies are rather inarticulate and based on traditional approaches towards risk management, which might represent by itself a major source of risk, given the complexity of the business environment they face.corporate risk assessment, risk management, Romania, Agricultural and Food Policy, Productivity Analysis, Research Methods/ Statistical Methods,

Competitiveness through People

Managers are becoming more aware of the value that investment in human resources, as opposed to expenses in intangible assets can produce at the company level and that human resource activities can focus on key business concerns, and in turn drive greater growth and eventually higher market value. In this framework, the core-competency perspective focuses attention on the importance of knowledge creation and learning processes for building and maintaining competitive advantage in a world defined by globalization, demographic change, and the rise of the knowledge worker. The effective management of Romanian companies can represent an advantage in a competitive business environment, shaped by the end of transition, the EU membership and the globalization process. Our paper explores the major shifts that are occurring in one critical activity related to human resources, and looks to management education as a solution for current performance business issues for Romanian companies.management education, human resources, competitive advantages, performance.

CORPORATE SOCIAL RESPONSIBILITY DURING THE ECONOMIC CRISIS. THE CASE OF THE ROMANIAN COMPANIES

The aim of the present paper is to identify and comment on the existing relationship between corporate social responsibility (CSR) and the current economic crisis, by focusing on the experience of the Romanian companies. After briefly defining the concept of CSR, the article presents the above mentioned relationship from a triple perspective: the lack of ethics as a cause of the economic crisis, the threat of CSR in periods of crisis and the opportunity of CSR in periods of crisis, considering that the last perspective could be maximized if companies are going to approach CSR from a strategic point of view. Finally, the second part of the paper presents what Romanian companies really do, but, more important, what they should do in order to increase their effectiveness in terms of CSR implementation when social budgets seem to remain constant or even decrease