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Public-private partnerships are one of the most debated issues at EU-27 level nowadays. The experience of the past two decades has shown that this European Union initiative has delivered results below expectations despite the opportunities for improved absorption of European funds based on setting up such partnerships. In our paper we argue that by investigating main definitions and institutional-regulatory frameworks, public-private partnerships could turn into a key tool for promoting and supporting sustainable development at both national and rural level (that is, at the level of the regions of development) by interacting and best suited to sustain the activities of start-ups and innovative SMEs. Romania's experience is still at its very beginnings, but the current economic, social and political climate is an argument for considering how public-private-partnerships and entrepreneurship might be interlinked for generating economic growth, and creating platforms even for encouraging social entrepreneurs who, due to their 'not-for-profit' objectives are more flexible in applying new perspectives and innovations faced with new opportunities, thus gaining experiences transferable to changing and improving the 'for profit' sector and contributing to improved perceptions about public-private partnerships, not as an objective per se, but as operational tool in ensuring economic growth, social development and increased sustainability and resilience. [ABSTRACT FROM AUTHOR]

Public-private partnerships are one of the most debated issues at EU-27 level nowadays. The experience of the past two decades has shown that this European Union initiative has delivered results below expectations despite the opportunities for improved absorption of European funds based on setting up such partnerships. In our paper we argue that by investigating main definitions and institutional-regulatory frameworks, public-private partnerships could turn into a key tool for promoting and supporting sustainable development at both national and rural level (that is, at the level of the regions of development) by interacting and best suited to sustain the activities of start-ups and innovative SMEs. Romania's experience is still at its very beginnings, but the current economic, social and political climate is an argument for considering how public-private-partnerships and entrepreneurship might be interlinked for generating economic growth, and creating platforms even for encouraging social entrepreneurs who, due to their 'not-for-profit' objectives are more flexible in applying new perspectives and innovations faced with new opportunities, thus gaining experiences transferable to changing and improving the 'for profit' sector and contributing to improved perceptions about public-private partnerships, not as an objective per se, but as operational tool in ensuring economic growth, social development and increased sustainability and resilience. [ABSTRACT FROM AUTHOR]

The first medical activity privatized after 1990 was dentistry, and dentists were the first medical entrepreneurs in Romania. Today we are talking about a strong competitive market, a market in which we find ultra-performing clinics both in terms of logistics and that of doctors. When we talk today about health entrepreneurship, we are talking about an extremely vast field where we find doctors who run a business, a medical office, a pharmacy or managers who run a private clinic, a practice, a pharmacy, a laboratory, but also businesses with services related to the medical field (medical equipment, IT, medical insurance, marketing and medical training, etc.). The Romanian medical system, which is in full expansion, but marked by a multitude of acute problems to be solved, needs a strong private component. As the literature argues, private niche clinics and medical centers, either as an alternative to the exodus of health personnel or as a nursery of highly trained medical staff, contribute to increasing the quality of medical services and become an increasingly strong competitor of the state health system. In this paper want to present the state of entrepreneurship in the medical field in Romania, the variations of medical entrepreneurship, the stages of developing a business in the field of health, but also the most representative businesses in this field of activity that can be used as an example of good practice, referring of course to the current period which is extremely difficult but also profitable for the business environment in the medical field. [ABSTRACT FROM AUTHOR]

This paper examines the relation between the company's age and its growth and analyses the influence of age on growth by studying a specific group of companies, namely fast-growing companies from the Timis County, Romania. We have studied the performance of the fast-growing companies in the period of 2010-2013 using the STATA IC 12 software application. A linear regression analysis model with two variables was used. The dependent variable used was the rapid growth of the company, measured by the growth rate of the turnover and the independent variable used was the age of the company, measured by the number of years. The model was tested using the number of employees as a control variable. This paper's conclusion is in agreement with many other findings from the literature in this subject. The presented results show that the turnover growth rates in the Romanian fast-growing companies tend to drop from one year to another, as the companies grow older. [ABSTRACT FROM AUTHOR]

Women entrepreneurs create new jobs for themselves and others. This also applies to entrepreneurial men. The difference is that, women entrepreneurs think differently about the business, they have different solutions compared to men in organizing and solving business challenges, as well as in terms of capitalizing on opportunities. Women, when setting up their own business, most often pursue and social goals and have visions with a positive impact on the community. Academic studies argue that, in Romania, women are rather motivated to open a business because of the need for independence and professional fulfillment, which they do not find in the workplace, while men are driven by the need for control and the desire to face new challenges. Sociological studies show that women-led businesses are 14% more focused on opportunities and initiatives, 10% more focused on ethics and integrity, 9% more focused on efficiency and effectiveness and 8% more active in employee development. School can become the place of education and training of women entrepreneurs, but also the place where women who own a business can become involved (if they wish) in the growth of future generations of entrepreneurs. The paper presents aspects of women's entrepreneurship, which is considered one of the challenges of the 21st century, and which, if developed, can contribute to creating a better world. [ABSTRACT FROM AUTHOR]