Angelica-Nicoleta NECULĂESEI (ONEA)
 

It is very difficult to deal with ethnic groups in research that aims to obtain information to underline decisions in ethnomarketing; but numerous articles have highlighted both problems and solutions that can be considered in the development of much more appropriate designs for future research. In this article we inventory some of them, based on relevant specialized papers. We believe that the submitted conceptual and methodological aspects provide important clarifications.

  • Type: Review Article
  • Published on: 10th January, 2020
  • Keywords: Ethnic group; Ethnicity; Ethnomarketing; Ethnic identity; Research methodology;
  • Pages: 7-15
  • Received: 17th December, 2019
  • Final revision and acceptance: 9th January, 2020
Mihaela BENDIC (RADU), Irina BARBU (SIMIONESCU)
 

The global competitive work context, its dynamically changing environment, has accelerated the need for creative problem solving. Creativity and innovation are essential both for the success of companies and for the well-being of those who work in companies. We live in a world of technological and business turmoil where innovation can make the difference between survival and disaster. At the organizational level, innovation is essential, because it can ensure survival on the market, it offers new opportunities, in conditions of increased competition. Currently, the international economic context is characterized by change and the constant need for adaptation. Based on these considerations, we try to answer the question: how can innovation activities influence the competitiveness of SMEs in the current economic environment?

  • Type: Case Study
  • Published on: 23th January, 2020
  • Keywords: Creativity; Innovation; Competitive advantage;
  • Pages: 17-24
  • Received: 20th December, 2019
  • Final revision and acceptance: 21th January, 2020
Paul Catalin PĂCURARU-IONESCU
 

Defining the concept of “audit quality” is an important undertaking, as it allows all stakeholders to determine whether the quality of an audit is improving over time or, conversely, is on the decline. Moreover, the unitary definition of this concept allows all stakeholders to refer to the same methodology for determining the audit quality and, consequently, allows different people interested in the quality level of an audit to use the same language when referring to such audit. An important conclusion that emerges from the analysis of the perspectives presented in this paper is that the audit quality level has two main components. That means that in order for an audit to be considered “of good quality”, two conditions need to be cumulatively met: the audit work must be performed in a manner that allows the identification of any malfunctions in the preparation of the client’s financial statements, on the one hand, and the audit firm needs to have the capacity to report any malfunctions that might be identified. Fulfillment of only one of the two conditions is therefore not sufficient for a quality audit; as a matter of consequence, it can be said that the two conditions are interdependent. Therefore, future research directions in the field of audit quality must focus on the parallel analysis of both quality conditions, given that narrowing the studies to the analysis of a single condition can provide information that does not truly reflect the quality of an audit approach.

  • Type: Review Article
  • Published on: 25th March, 2020
  • Keywords: Audit; Quality; Measurement indicators;
  • Pages: 25-30
  • Received: 27th January, 2020
  • Final revision and acceptance: 24th March, 2020
Mihaela BENDIC (RADU)
 

The conscious transformation of creativity into a commercial discipline has made it an explicitly desirable commodity. The concept of creative economy extends creativity to the economy as a whole, including socio-economic processes and work organization. The growing uncertainty facing organizations means that employees are increasingly facing new, ambiguous and complex problems that require creative solutions. The culture of creativity is established by the key decision makers in the organization, it is inherently related to the values of those people, to their actions, to the way they build the climate for creativity. Managing creativity in the workplace is the science behind creating a culture where innovation thrives. To encourage and manage creativity, managers need to understand creative processes, know how to select people with creative skills, be able to stimulate creative behavior, and provide an organizational climate for cultivating creativity.

  • Type: Review Article
  • Published on: 10th April, 2020
  • Keywords: Creativity culture; Creativity climate; Innovation;
  • Pages: 31-38
  • Received: 31th January, 2020
  • Final revision and acceptance: 9th April, 2020