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The armed forces, the state and the church are multiple-stakeholders organizations, designed according to very specific characteristics that describe their mission and their objectives. Alongside with them, the classic professional orchestra is one of one the oldest and traditional organizations, with distinguished features that describe its organizational culture, its mission and goals, namely: to present the classical music at the highest level of performance, to meet the public’s expectations, to represent their communities as cultural ambassadors and to protect the cultural patrimony. Innovations represent a response to new challenges of today’s society, such as multi culturality, digitalization, the new physical and social setting in which people live. German orchestras dominate by number and by high musical performance level the world’s orchestra market. Contrary to the strictness of the musical service provided by the classical professional orchestra’s “sound organism”, is there room for innovations? According to Forbes magazine, “innovation is crucial to the continuing success of any organization”. Are there any management innovations, and if there are, what is their impact upon the stakeholders’ satisfaction? This article is part of a complex research upon specific and innovative aspects in managing a classic professional orchestra for maximizing the satisfaction of multiple stakeholders.

This paper relates to the attempt to identify the many stakeholders in the community center in Israel. The central assumption is that successfully identifying the stakeholders and their interests will allow managers to ensure the better functioning of the community center in accordance with its vision and its goals. After characterizing the internal and external stakeholders and after surveying their interests, a theoretical examination of the changes needed in the management of the community center is undertaken in order to reflect their influence. This examination identifies 12 central areas in which change is necessary. They are based on the multiple stakeholder management approaches. An attempt is made to identify which stakeholders are best capable of initiating these changes. The discussion suggests that the development of social initiatives, the creation of round table initiatives, and the institution of regular meetings should involve all the stakeholders. Addressing these may help to achieve the goals of the community center and to promote the interests of the stakeholders. The general conclusion that arises from this paper is the key importance of cooperation between an organization and its stakeholders as a feature of multiple stakeholder management. The stakeholders consider cooperation to be of major importance, while other factors are considered to be less significant.

The purpose of this research was to identify innovations in managing a classic professional orchestra, as a multiple stakeholder organization, in perpetual interaction with the volatility of the nowadays environment. In countries like Germany, there is a particular emphasis on the value of cultural musical heritage acquired in hundreds of years of musical creation. German orchestras are the dominators of today’s classic professional orchestra market, not only by number but more important, by the high quality of musical service and auxiliary services offer. The researchers conducted this study in order to identify which innovations are used to improve the quality of individual and collective actions, to create a favorable environment that enhances human creativity in a digitalized world, to provide a complex service offer that includes the high level of musical performance, and the best complimentary services that surround the sound organism’s activity. The study was based on Larry Keeley’s 10 types of Innovation model.

The purpose of this paper is to discuss the symphony orchestra as a living organism in a perpetual interaction with the volatility of the nowadays environment, as a symbiosis between the goods and the services provided by a symphony orchestra's activity. A description of the symphony orchestra's activity, with emphasize upon German orchestras (Kulturorchester), as dominators on the classical symphony orchestras’ market. This paper aims to present some of the mission statements, the goals, the good practices identified in symphony orchestras’ management, mostly German, the typical and well-known pattern that characterizes a musician, member of an orchestra, and to describe the characteristics of today's management. There is a special emphasis placed on the interdisciplinary activity and the collaboration with the educational institutions. The results consist of the identification of the multiple stakeholders, the opportunities and the threats, the best practices and the innovative aspects in today's management of a symphony orchestra. “Tradition is not the worship of ashes, but the preservation of fire” Gustav Mahler

Transparency and accountability are the main levers of current public policy. In every public organization, citizens expect accountability, transparency and fairness. This is more intensive when we discuss about the Israeli Police which is a public organization that is allowed to activate force and to deprive the freedom of the citizen. Avidar, Sagi & Zuk (2014) argue that effective and efficient policing is the result of many factors. It depends not only on the efficiency of the police or its diligence, but also on the relationships between the police and the community that is serves. The RAND Report (2014) presents a model for efficient and effective policing which is based on procedural justice. The basis for the RAND Model (2014) is that the Israeli Police needs a more efficient strategy in developing and cultivating public support for it. In order to influence public support for the Israeli Police, the Israeli Police should adopt a modern policing model. This is involved in adopting strategies for increasing police transparency, increasing accountability and reducing existing stigmas regarding minorities. This model has been tested and presented in this article.

This study examined the impact of the stakeholder management model on diverse stakeholders’ satisfaction variables and the organizational culture of three schools: A’ in which the stakeholder management model was assimilated; B’, a school which experiments with the model for three years; and C’, a school which has not adopted the model. The leading premise for this study was that schools today operate in complex and competitive reality; thus, if they want to flourish and excel to be competitive in their field, they ought to constantly improve the educational process, the services they provide, and their relations with their diverse stakeholders. The study reveals that beside the school's obligation to provide its pupils knowledge, skills and education, it must become a learning organization, with built-in order and mechanisms supporting cooperation and professional empowerment that would enable its members to create new knowledge and assimilate it in the school's daily routine. A combined application of the model and teachers’ advancement approach improves the organizational efficiency and achievements and benefits all parties involved.

The activities of multinational companies (MNCs) in the host country are considered in scientific literature an element that is stimulating economic growth. This is the reason authorities of former communist countries attempted to stimulate the entry of foreign direct investments (FDI). This paper will focus on the effects of MNCs presence in the host country, mainly on the employment rate. This issue is important because, beginning with the change of the political regime, Romania has undergone a transformation of its productive structures. These changes were often accompanied by the reorganization of large state enterprises, which were old and oversized. It led to the discharge of a large number of their employees. In these conditions can one ask to what extent MNCs played a role in creating new jobs in Romania? In order to answer this question, we used the results of our survey, which used as subjects the French multinational companies established in Romania.