Romania’s competitive advantage within the European Union area

The central idea of the paper emphasizes Romania’s competitive advantages in the EU and there are two analysis levels herein: the correct identification of Romania’s competitive advantages and the oportunities to value them. The paper aims at achieving a competitiveness analysis of the Romanian economy during 2006-2009. The Romanian economy’s integration within the European Union does not only mean a mere inclusion or accession into/to the Community, but it also represents the belonging to a strongly competitive area. Since the Union has mainly aimed at becoming the most competitive economy at world level, Romania has to face a double challenge: redefining its competitiveness and reducing the current gaps between its economy and the average level of the main EU social and economic indices. Redefining competitiveness is actually redefining competitiveness determiners. Reaching the convergence goal is based on the Romanian economy’s sustainable competitive advantages. The essential concern is their proper identification, as they are the result of a strategic vision. Taking account of these principles, Romania’s EU accession is acquiring new traits. Is there a competitiveness gain or is there a certain loss right from the moment of the accession?competitive advantages, export performance, competitiveness analysis

Romania’s competitive advantage within the European Union area

The central idea of the paper emphasizes Romania’s competitive advantages in the EU and there are two analysis levels herein: the correct identification of Romania’s competitive advantages and the oportunities to value them. The paper aims at achieving a competitiveness analysis of the Romanian economy during 2006-2009. The Romanian economy’s integration within the European Union does not only mean a mere inclusion or accession into/to the Community, but it also represents the belonging to a strongly competitive area. Since the Union has mainly aimed at becoming the most competitive economy at world level, Romania has to face a double challenge: redefining its competitiveness and reducing the current gaps between its economy and the average level of the main EU social and economic indices. Redefining competitiveness is actually redefining competitiveness determiners. Reaching the convergence goal is based on the Romanian economy’s sustainable competitive advantages. The essential concern is their proper identification, as they are the result of a strategic vision. Taking account of these principles, Romania’s EU accession is acquiring new traits. Is there a competitiveness gain or is there a certain loss right from the moment of the accession

The relationship among economy, organization and management within new economies

„In the concept of a new economy that should integrate all stakeholders such as man, society, environment and organization, knowing natural, human and social life is becoming a greater and more comprehensive concern”. - D.J.Hickson Humankind is undergoing a historic process of passage to a new society, a new economic system that is modernized by IT. The new society is characterized by major changes as there is an upturn of values where knowledge has become the most important manufacturing factor in modern economy, meaning the bases of power exertion, generating productivity increase and ensuring business competitiveness. One can be certain that the future world ensuing from the current reshaping of values, beliefs, economic and social structures, of political concepts and systems, in brief of world conception shall be different from what anybody could imagine.new economy, organization, management, knowledge, business competitiveness.

Romania’s competitive advantage within the European Union area

The central idea of the paper emphasizes Romania’s competitive advantages in the EU and there are two analysis levels herein: the correct identification of Romania’s competitive advantages and the oportunities to value them. The paper aims at achieving a competitiveness analysis of the Romanian economy during 2006-2009. The Romanian economy’s integration within the European Union does not only mean a mere inclusion or accession into/to the Community, but it also represents the belonging to a strongly competitive area. Since the Union has mainly aimed at becoming the most competitive economy at world level, Romania has to face a double challenge: redefining its competitiveness and reducing the current gaps between its economy and the average level of the main EU social and economic indices. Redefining competitiveness is actually redefining competitiveness determiners. Reaching the convergence goal is based on the Romanian economy’s sustainable competitive advantages. The essential concern is their proper identification, as they are the result of a strategic vision. Taking account of these principles, Romania’s EU accession is acquiring new traits. Is there a competitiveness gain or is there a certain loss right from the moment of the accession

The impact of external environment on organizational development strategy

Abstract External environment of an organization includes a variety of factors, whose existence, influence its behavior and performance. The action of these factors may be direct (for example, the actions of competitors) or indirect (for example, changes in business climate), and external environmental analysis is done in two different contexts: meso and macro environment. Are concerned, to be analyzed, those major variables that are affecting the organization, providing, strategic diagnosis, information on strategic situation complementary to those offered by internal analysis. Tests results at this level senses opportunities and threats existing and potential success factors of field work. Analyzing thus two types of environment, (meso and macro environment) can be identified strategic directions for action or policy options

The impact of external environment on organizational development strategy

Abstract External environment of an organization includes a variety of factors, whose existence, influence its behavior and performance. The action of these factors may be direct (for example, the actions of competitors) or indirect (for example, changes in business climate), and external environmental analysis is done in two different contexts: meso and macro environment. Are concerned, to be analyzed, those major variables that are affecting the organization, providing, strategic diagnosis, information on strategic situation complementary to those offered by internal analysis. Tests results at this level senses opportunities and threats existing and potential success factors of field work. Analyzing thus two types of environment, (meso and macro environment) can be identified strategic directions for action or policy options

The relationship among economy, organization and management within new economies

„In the concept of a new economy that should integrate all stakeholders such as man, society, environment and organization, knowing natural, human and social life is becoming a greater and more comprehensive concern”. - D.J.Hickson Humankind is undergoing a historic process of passage to a new society, a new economic system that is modernized by IT. The new society is characterized by major changes as there is an upturn of values where knowledge has become the most important manufacturing factor in modern economy, meaning the bases of power exertion, generating productivity increase and ensuring business competitiveness. One can be certain that the future world ensuing from the current reshaping of values, beliefs, economic and social structures, of political concepts and systems, in brief of world conception shall be different from what anybody could imagine

COMPETITION AMONG TRANSNATIONAL COMPANIES IN THE PHARMACEUTICAL INDUSTRY

Transnationals' growing importance within world economy has become an extremely controversial topic. Appreciated by some, disapproved by others, these giant firms are certainly reality in nowadays economy and they are the most important economic agents all over the world. Companies of this kind have reached so much expansion that they have somehow lost their national feature. For these firms competition is no longer national, but international, against foreign companies with the same profile, to cover large segments of the global market. Transnationals are fundamental in competition's globalization. Transnational manufacturing has inserted the global competition within national markets, so that many firms are forced to manufacture at the international border of efficiency or get out of business. Transnationals have developed over the last decades, as they have worked on their competitive advantages at international level. These advantages emerge from scale economies, higher management techniques and/or world sales networks. The rapid changes brought about by globalization generate new huge opportunities for those able to find the answers that suit the new conditions, but also imply new risks to those who cannot adapt

Customs risk management in the European Union

In the latest decade, the major reorientation of the customs policy in the EU consisted in shifting the emphasis from the fiscal role to the function of protecting and ensuring security within the community. The suitable and proactive administration of risks at community level is compulsory if one wishes to decrease the challenge caused by expansion referring to the customs union, the progress related to security issues and reaching a balance as to customs clearance implementation. The customs model of risk management at community level integrates various elements of a global approach. To minimise the occurrence of risks, customs can use risk management as a technique to more effectively set priorities and more efficiently allocate resources necessary for maintaining a proper balance between controls and facilitating legitimate trade. In the present context of Romania’s strategic geographic localization, it is an urgent need to apply external frontier integrated management, leading to Romania’s perfect integration in the application of the European Neighbourhood Policy.risk management; risk analysis; the integrated management of external frontiers; customs