THE INTANGIBLE ASSETS INVESTMENTS. CHARACTERISTICS AND THE ACCOUNTING TREATMENT

In the knowledge-based economy the fundamental determinants of the enterprise value, in the present, have an intangible nature. The intangible investments are the most important factors of the enterprise success. Wealth, growth and welfare are driven nowadays by intangible investments. The knowledge economy is characterized by huge investments in human capital and informational technology. Despite of the increased importance of intangible assets, as the source of the firm` competitive advantages, the information regarding these kind of assets, both available in the inside of the firm and, which is presented to the externals, is pour. In this paper I present the reasons for this situation.intangible, investments, assets, accountancy, value

OPPORTUNITY TO REDUCE RESISTANCE TO CHANGE IN A PROCESS OF ORGANIZATIONAL CHANGE

This paper aims to present the research results conducted on several models of organizational change regarding the identification of the appropriate moment in which the managers interest should turn towards the reduction of the employees resistance to change. More specifically, we intend to identify when is the best moment to reduce the resistance to change, depending on the change we want to achieve. After more research of organizational change models, we have reached the following conclusions: - not all models of organizational change present reducing resistance to change as a necessary stage; - the place of this phase in the models of organizational change is not considered to be the same; - some models of organizational change recommend indirectly reducing employee resistance to change by indicating the use of some methods, techniques, processes that would lead to this result. Here we include mainly: communication, training, positive motivation of employees; - we recommended that the place of this stage should vary depending on the desired change to achieve; - in strategic changes, which are extremely important for an organization and which affect a large number of employees, we recommend that the reduction of the employee resistance to change be achieved before passing to the implementation of the plan developed to implement the change; - in imposed changes, in conditions of crisis when we have no time available to plan the change, immediately after it had been implemented it is necessary to conduct effective actions meant to ensure, even if the change has been made, the reduction of the resistance to change of the affected employees - to achieve time savings in the process of organizational change, we recommend that after having obtained a certain attachment of some employees to change, the implementation of the methods, of the techniques that would increase their commitment to continue to be developed in parallel with the implementation of the change.organizational change, resistance to change, success, opportunity, organizational change model

The Intangible Assets Investments: Accounting Treatment and Risks for Capital Investors and Management

In the knowledge-based economy, the fundamental determinants of the company’s value, in the present, have an intangible nature. The intangible investments are the most important factors of the enterprise success. Wealth, growth and welfare are driven nowadays by intangible investments. The knowledge economy is characterized by huge investments in human capital and informational technology. The current accounting regulation does not allow companies to capitalize a big part of investments in intangibles (produced by a company) and to report these as assets in the financial reports. There are inconsistencies regarding the book-keeping treatment of the two categories of intangible assets: internally generated and externally, acquired from the outside of the company.investments, intangible assets, valuation, book value, investors, managers.

Market-based Assets. Building Value through Marketing Investments

AbstractThe goal of the company is to deliver value to investors. According to the resource-based view theory, companies need to develop a differential advantage in order to maintain earnings in excess of the cost of capital. Resources which are valuable, rare, inimitable and non-substitutable make it possible for businesses to develop and maintain competitive advantages. Companies may create differential advantages by building market-based assets. Emerging trends suggest that the purpose of marketing is creating and managing market-based assets in order to derive shareholder value. In these conditions, the resources allocated to marketing strategies should be viewed as investments which create assets. This paper highlights the way marketing activities and marketing expenditures contribute to creating market-based assets and, implicitly, to creating the value at the level of the companies

THE INTANGIBLE ASSETS INVESTMENTS. CHARACTERISTICS AND THE ACCOUNTING TREATMENT

In the knowledge-based economy the fundamental determinants of the enterprise value, in the present, have an intangible nature. The intangible investments are the most important factors of the enterprise success. Wealth, growth and welfare are driven nowadays by intangible investments. The knowledge economy is characterized by huge investments in human capital and informational technology. Despite of the increased importance of intangible assets, as the source of the firm` competitive advantages, the information regarding these kind of assets, both available in the inside of the firm and, which is presented to the externals, is pour. In this paper I present the reasons for this situation

OPPORTUNITY TO REDUCE RESISTANCE TO CHANGE IN A PROCESS OF ORGANIZATIONAL CHANGE

This paper aims to present the research results conducted on several models of organizational change regarding the identification of the appropriate moment in which the managers interest should turn towards the reduction of the employees resistance to change. More specifically, we intend to identify when is the best moment to reduce the resistance to change, depending on the change we want to achieve. After more research of organizational change models, we have reached the following conclusions: -not all models of organizational change present reducing resistance to change as a necessary stage; -the place of this phase in the models of organizational change is not considered to be the same; -some models of organizational change recommend indirectly reducing employee resistance to change by indicating the use of some methods, techniques, processes that would lead to this result. Here we include mainly: communication, training, positive motivation of employees; -we recommended that the place of this stage should vary depending on the desired change to achieve; -in strategic changes, which are extremely important for an organization and which affect a large number of employees, we recommend that the reduction of the employee resistance to change be achieved before passing to the implementation of the plan developed to implement the change; -in imposed changes, in conditions of crisis when we have no time available to plan the change, immediately after it had been implemented it is necessary to conduct effective actions meant to ensure, even if the change has been made, the reduction of the resistance to change of the affected employees -to achieve time savings in the process of organizational change, we recommend that after having obtained a certain attachment of some employees to change, the implementation of the methods, of the techniques that would increase their commitment to continue to be developed in parallel with the implementation of the change

PURCHASED GOODWILL IN INTERNATIONAL ACQUISITIONS. MICROSOFT-NOKIA CASE

Purchased Goodwill appears when a company acquires another company. It can be defined as an intangible asset that arises as a result of the acquisition of one company by another for a premium value. International accounting bodies such as the IASC or the FASB require acquiring firms to record goodwill as an asset when they purchase a target firm and pay more than the fair market value of the identifiable net assets of that firm. As a consequence of these regulations, the goodwill appears in accounts of a company only when it acquires certain intangible assets that are not identifiable. Because the purchased goodwill arises in business combinations this concept is detailed in the standards on business combinations (FAS 141 and IFRS 3) rather than those on intangible assets and goodwill (FAS 142 and IAS 38). In this paper I present the modality in which is perceived currently the purchased goodwill and its components. In the present it is considered that the purchased goodwill is the result of an evaluation made by the bidding company over the target company and appreciating the contribution of it to the achievement of the strategic objectives of the purchaser. Goodwill is perceived as the sum of the present values of the additional cash-flows that can be generated at the level of acquiring company as result of acquisition. The sources of these future additional cash-flows are considered, in the present, unidentifiable intangible assets of the target company and the estimated synergies between entities that will combine. In the final part of my working paper I have analysed the level and the components of the goodwill that was paid in the Microsoft-Nokia transaction. As is reflected in the Microsoft Annual Report 2015 (Note 9 Business Combination), “the goodwill had a proportion of 37% in the value of total acquired assets and, was primarily attributed to the increased synergies that were expected to be achieved from the integration of NDS “. In this paper I present the results of my analysis related by the types of synergies that was estimated to be obtained as result of this transaction