Search

In the global health crisis unleashed by the COVID-19 pandemic, understanding its multiple impacts on family budgets is emerging as a critical area of research. This study examines the impact of the pandemic on Romanian households, shedding light on how families navigated the economic upheavals caused by this unprecedented situation. Using a comprehensive methodological framework that includes secondary data analysis and opinion surveys, the research closely examines changes in income, expenditure patterns and the resilience strategies adopted by families to withstand the economic strain caused by the pandemic. The research reveals a significant disruption in household incomes and a marked shift towards more conservative spending habits, with an increased focus on essential expenses. It also reveals that families are adopting various adaptation strategies, including budget optimisation and seeking government assistance, to mitigate the economic impact of the pandemic. The results of the study are crucial for understanding the wider socio-economic impact of COVID-19 on family budgets and provide valuable insights for formulating targeted public policies to strengthen household resilience in the face of future crises. By examining the impact of the pandemic on family budgets in Romania, the study contributes to the academic discourse on crisis management and economic resilience. It highlights the need for comprehensive support mechanisms to protect vulnerable populations during global emergencies.

Companies that think and tend towards sustainability and sustainable development must register and present certain levels of performance, so as to ensure the sustained support of all the company's stakeholders. The objective of the work is the synthetic presentation of the aspects related to the theories of the performance of companies listed on the stock exchange, the utility of stock indices, it proposes indicators to be taken into account by investors and other stakeholders. Also, specific stock market performance indicators are calculated for two Romanian pharmaceutical companies, emphasizing their role for stakeholders (like Earnings per Share, Dividend per Share, Equity per share or net asset per share, Stock market capitalization, Marketability, etc), starting from the information published in the annual financial statements (submitted to the competent ministry), as well as the stock market quotations. Unfortunately for stakeholders, companies present and publish information favourable to their image, which is sometimes considered unrealistic and superficial. The conclusions of the paper summarize the importance of standardizing the presentation of the performance indicators of the companies, in order to ensure a faithful image of the company, as well as the success of an existing or potential investment.

The year 2020 was a challenging one, both medically and economically. The pandemic that has swept the world has produced a series of changes in the economy, causing crisis and a major shock for the entire European and global economy. All states have been put in a position to take certain measures at both the political and budgetary levels to support the economy. The rapid spread of the virus, the large number of illnesses and the state of emergency we entered at the beginning of 2020, led to an economic deadlock followed by an increase in the unemployment rate, due to the fact that many companies have stopped or significantly reduced activity due to lack of demand. This paper highlights the main effects of the pandemic on the companies from Romania, leading to the support given by the state in order to support them to face the direct repercussions.

Modern society presents itself as a network of companies that appear, develop or disappear. Under these conditions, human resources are a common resource and, at the same time, a vital resource, today and tomorrow, of all companies, which ensures their survival, development and competitive success. The year 2020 came with a major challenge for companies, to meet the demands of the market and to adapt the way employees work, namely teleworking. The paper presents a brief foray into the emergence of telework and its intensification in a pandemic context, highlighting the challenges that companies must face. At the end of the research, five tips for the company's management are presented in order to ensure an efficient telework and to fulfil the organizational objectives.

Today the human resources are seen as a very valuable asset to achieve long-term performance. Today we understand that every employee is required to learn throughout life, so to acquire new knowledge, to process such knowledge and possibly disseminate expertise with other members of the organization. The theory on human resources in various organizations has changed over time; recommendations have become more numerous, but there is no consensus on the subject. In other words, the permanent change which defines the competitive environment of business remains a type of constant when analysing the efficiency of human resources within companies; inter-individual relations (formal and informal) and the values to which each employee relates remains crucial for any theoretical construction in this area. Principles and strategies applied by organizations yesterday could prove their inefficiency today; human resource strategies in organizations today should include a separate subcomponent, we believe, i.e. knowledge management (KM) strategy. This is because the competitive advantage obtained or maintained by the company depends today, in large proportion, on the type, quality and value of knowledge possessed by the organization. Therefore, organizational strategy and thus the strategy of acquisition, developing and rewarding of human resources (HR) should take into account this reality from the global environment. Moreover, in the current knowledge-driven economy, organizations must know how to develop and implement knowledge-based strategies to drive measurable business results. The goal of this paper is to describe a potential relation between the overall company strategy, HR strategy and KM strategy.

The concept of the learning organization has gone through many changes both theoretically and also as practical implementation. Learning organizations do not appear automatically, they require a strong commitment for developing the skills needed in the workplace, and this commitment should start from the top of the organization. The learning process should be managed at different levels within the organization. Learning, therefore, is made up of several different components and requires a special management. Successful companies are the result of carefully cultivated attitudes, commitments and management processes. This paper investigates the learning organization dimensions analysed in case of pharmaceutical SMEs from Romania. The results obtained in this study allow us to draw relevant conclusions, constituting a practical starting point for businesses. The paper highlights the fact that SMEs pharmaceutical companies have taken important steps toward learning organization model, but reaching different levels from one key dimension to another.

Bucovina is an important destination within Romania, in the North-East of the country. Since years, the core motivation for travelling to Bucovina was culture and nature.In the last period of time was a pressure for a continue development of tourism within the region. The government and tourism stakeholders are making a major commitment to developing the sector. Despite the good intentions, due a misunderstanding of tourism complexity, are invested efforts in developing tourism offers that are not necessary addressing to a tourism need. For this purpose, a reconfirmation of motivation of tourists coming to Bucovina was needed.

Bucovina is an important destination within Romania, in the North-East of the country. Since years, the core motivation for travelling to Bucovina was culture and nature.In the last period of time was a pressure for a continue development of tourism within the region. The government and tourism stakeholders are making a major commitment to developing the sector. Despite the good intentions, due a misunderstanding of tourism complexity, are invested efforts in developing tourism offers that are not necessary addressing to a tourism need. For this purpose, a reconfirmation of motivation of tourists coming to Bucovina was needed.

This paper aims to reflect the importance of a knowledge management strategy for organisations facing organisational change, as response to crisis. As resource for development, for sure knowledge becomes an inexhaustible power. It is also one of the most important forms of capital - the foundation for innovation and also the drivers that lead to growth and expansion. An organization cannot compete with others in this ever-changing environment without proper knowledge and lack of capacity for renewal. Many managers would like to have a strategic approach in preparing the organisation to avoid crisis. There is a lack of strategic information management and the effect is the degradation of information resources and failure in strengthening employee's potential. It is vital for the companies to develop a dynamic knowledge management strategy to be integrated into the organization, enhancing the performance of the system and processes. However, organizations need to see knowledge management as a strategy, because knowledge is the key to making the right decisions in guiding the organization. One of the key benefits of approaching knowledge management strategy within organisations is its positive impact on organisational performance, ensuring not only the survival during crisis but even providing a competitive advantage. [ABSTRACT FROM AUTHOR]

Each company's future depends on its transformation into a learning organization, and their success will depend on the effective use of talented people. Organizational learning remains an imperative for developing a knowledge based economy; it is also necessary to affirm the creativity of Romanian organizations as the main source of competitiveness and international identity. The learning ability of the organization's members must be rediscovered and revived. It is necessary for learning to become the background for change. [ABSTRACT FROM AUTHOR]