Management Dynamics in the Knowledge Economy Journal最新文献

{"title":"Some Factors Hindering Acceptance of Three Gamification Solutions in Motivation Systems, in Small and Medium Enterprises","authors":"J. Woźniak","doi":"10.25019/MDKE/5.4.11","DOIUrl":"https://doi.org/10.25019/MDKE/5.4.11","url":null,"abstract":"Gamification, understood as a use of chosen game mechanisms for motivating actors in non-game contexts, is increasingly popular and has become one of the “hot topics” of managerial practice and science. Despite its widespread use in HRM, several barriers preventing its progress in certain types of organizations have been identified. Small and medium enterprises (SMEs), where employees are not accustomed to formal procedures are a specific example, as gamification is based on formal procedures. The goal of the text is to analyze employees’ opinions concerning the incorporation of chosen gaming mechanisms into their motivation systems, to check if not being accustomed to formal procedures is a barrier. Beside “typical” SMEs where the entrepreneur is present, direct relations within a team are also characteristic of company departments which achieve their goals almost without contact with the rest of the organization – as in the case of a discount stores chain. The study bases on two samples to check if being accustomed to formal procedures in the small team facilitates acceptance of gamification. Two questionnaires (one on a sample of 100 employees of a discount store chain, and the second on 73 “typical” SME employees) asked respondents to declare their preferences for different types of rewards in motivation systems, including readiness to be involved in two gamification-type solutions: based on (i) lotteries, or (ii) BLAP gaming with non-material and material prizes. The effects of chosen factors: psychological (risk aversion) and situational (dissatisfaction with current incentive system) on the perception of two different ways of incorporating gamification into motivational systems, were analyzed. The results show that dissatisfaction with the current incentive system and not being risk-averse favor accepting the incorporation of gamification solutions into motivational systems. The responses of discount store employees and SME employees were similar to each other.","PeriodicalId":147239,"journal":{"name":"Management Dynamics in the Knowledge Economy Journal","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-12-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126823109","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"CSR and Social Entrepreneurship: The Role of the European Union","authors":"S. Amelio","doi":"10.25019/MDKE/5.3.02","DOIUrl":"https://doi.org/10.25019/MDKE/5.3.02","url":null,"abstract":"The aim of the paper is to analyze the status of non-financial information disclosure in the European Union in order to evaluate the level of acceptance of social responsibility practices. The research is divided into two sections and the approach used is mainly theoretical and qualitative. In the first part the UE financial and non-financial information regulations are analyzed; the European Union launched a process of harmonization then subsequently it moved to the standardization process: the Regulation (EC) No. 1606/2002 is part of the standardization process (It must be applied in its entirety across the EU) while the Directive 2014/95/EU is part of the harmonization process (it sets out a goal that all EU countries must achieve). The Directive 2014/95/EU states that “large undertakings […] shall include in the management report a non-financial statement […]” thus making mandatory the preparation of non-financial statements. In the second part of the research, not considering the firm only as a system for the production of financial/economic value but also as an economic social actor which operates in a social environment to which it belongs and with which it interacts, the concept of social entrepreneurship is explained. Social entrepreneurship belongs to the entrepreneurs who draw up the social balance, required or permitted by the UE legislation. For this reason, the introduction of obligations in disclosing non-financial information could lead to the increase of entrepreneurship, with positive consequences in the creation of tangible benefits to both the business community and the global community.","PeriodicalId":147239,"journal":{"name":"Management Dynamics in the Knowledge Economy Journal","volume":"55 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116339616","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Tailoring CSR Strategy to Company Size","authors":"A. Zbuchea, Florina Pînzaru","doi":"10.25019/MDKE/5.3.06","DOIUrl":"https://doi.org/10.25019/MDKE/5.3.06","url":null,"abstract":"Corporate Social Responsibility (CSR) is one of the most debated topics in the academic and professional business literature, being analyzed in a myriad of perspectives, from philosophy, to marketing, management practice, managerial strategies or financial impact. The very term of CSR implies that involving with society in a structural way that is part of a business DNA is or should be understood as a characteristic of big size companies (e.g. ‘corporations’). Academic literature and financial reports show a direct relationship between a company size and its CSR budget, therefore some conclusions have been taken that CSR is effective mostly in cases of big budgets and, consequently, of big companies. Academic research also tends to favor large corporations. Most of the literature on CSR is dedicated to large companies. Nevertheless, in the past decade, increasingly more studies have investigated the social responsibility assumed by other types of companies (such as SMEs), by public institutions or by nonprofit organizations. Our present empirical analysis based on structured academic literature review (comprehensive selection of relevant international papers and content analysis) demonstrates that CSR should go beyond the classical understanding of the ‘corporation’ concept and that it should be tailored to SMEs as well. Innovation and top management support are the drivers of effective CSR adoption by SMEs, for positive results meeting specific business model requirements, as well as for society. Going beyond social responsibility as a philosophical duty, correctly tailored CSR strategies can be efficient for small and medium enterprises in meeting strategic business objectives.","PeriodicalId":147239,"journal":{"name":"Management Dynamics in the Knowledge Economy Journal","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117242352","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Corporate Social Responsibility: Drivers, Triggers and Strategies","authors":"P. Gazzola","doi":"10.25019/MDKE/5.3.01","DOIUrl":"https://doi.org/10.25019/MDKE/5.3.01","url":null,"abstract":"This special issue is devoted to the topic of Corporate Social Responsibility (CSR). Due to pressing environmental, social and economic challenges facing the contemporary society, the subject of CSR has become increasingly attention-grabbing for organizations. A growing number of organizations develop their CSR strategies in response to a variety of social, environmental and economic pressures. The goal is to send a signal to different stakeholders. The fundamental problem with CSR practices is that organizations usually do not have a CSR strategy, but rather numerous disparate CSR programs and initiatives. CSR has come a long way from simple acts of charity to Strategic CSR that is now inclusive considering the awareness and concerns for greater social causes. Just as individuals acting in Social Systems are responsible for their own actions and behavior with respect to the other individuals in the system, organizations, as vital entities, must also be held accountable for the economic and non-economic consequences of their decisions, actions, and controls, which are determined by policies and strategies. The alignment between societal and organizations goals through CSR practices is not an internalized and universal reality. The reasons that often push organizations to voluntarily disseminate information about their ethical behavior and their relationship with the social and natural environments are characterized by the consequent advantages in terms of economy, image, and credibility that increase their overall value. Considering the many drivers of CSR within an organization, and the many different motivations underlying the various initiatives, it is crucial that the organizations carefully integrate CSR into their corporate strategies. In the past the question was “Why to do CSR?”. Now it is: “How to do CSR?”","PeriodicalId":147239,"journal":{"name":"Management Dynamics in the Knowledge Economy Journal","volume":"7 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120817954","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"CSR and Sustainability Report for Nonprofit Organizations. An Italian Best Practice","authors":"P. Gazzola, M. Ratti, S. Amelio","doi":"10.25019/MDKE/5.3.03","DOIUrl":"https://doi.org/10.25019/MDKE/5.3.03","url":null,"abstract":"The purpose of this paper is to analyze the sustainability report for the communication of Corporate Social Responsibility (CSR) in a nonprofit organization. To this aim, an Italian case study is analyzed: the Fondazione Renato Piatti Onlus, a nonprofit organization of Social Utility. In the first part, we analyze the CSR for nonprofit organizations and the sustainability report (also called ‘social balance’). In the second part, we present evidence from the case study. The research is exploratory in nature when considering the connection of corporate social responsibility efforts to the nonprofit sector, a qualitative methodology was chosen over quantitative methods. Specifically, the case study was used to show what strategy a nonprofit organization can develop. Nowadays CSR strategies received a growing attention from both businesses and nonprofit organizations but also from the EU which forced large public-interest entities to present a social balance. For nonprofit organizations, applying social responsibility is not a voluntary issue. Nonprofit organizations have an ethical obligation to their stakeholder and to the public to conduct their activities with accountability and transparency. Scholars have increasingly been studying the impact of corporate social responsibility as a business strategy in for-profit companies. However, there is still lack of researches on how nonprofit organizations implement CSR into the strategy. As a consequence of the above remarks, a large part of nonprofit organizations fails to correctly implement a successful long term CSR strategy. The Fondazione Renato Piatti Onlus belongs to that group that has been able to incorporate social responsibility within the organization, then expanding its content into a social report drawn up in accordance with the guidelines of the Italian Agency for the Third Sector.","PeriodicalId":147239,"journal":{"name":"Management Dynamics in the Knowledge Economy Journal","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121405876","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Eastern Partnership Integration with the EU and Inclusive Growth of National Economies","authors":"Eka Sepashvili","doi":"10.25019/MDKE/5.3.07","DOIUrl":"https://doi.org/10.25019/MDKE/5.3.07","url":null,"abstract":"The paper aims at analyzing the circumstances and objectives of the regional integration in the context of global development. The EU is one of the most influential and important actors of the global world, which represents one of the most developed examples of the regional integration. During the development, the EU went through the several stages on enlargement. Even nowadays, without having targeted to the reactive new member in foreseen future, the EU continues the process of integration of adjacent regions by setting goals and priorities through different forms such as the European Neighborhood, the Eastern Partnership, Association Agreements, various types of Trade agreements. The Eastern Partnership which represents the EU’s eastern neighborhood consisting by former soviet republics has steadily gone up with integration: 1. Georgia, Moldova, and Ukraine have already signed the Association Agreement (AA) including Deep and Comprehensive Free Trade Areas (DCFTAs) with the EU and now these countries work on further progress in terms of the Implementation of AA/DCFTA; 2. Armenia and Azerbaijan are seeking new framework to up-grade their relationship with the EU, Belarus created EU Belarus Co-ordination Group and acts within the Single Support Framework program for 2017-2020. The evolution of EaP countries’ trade data evidently show the changes and growing dynamics in the region. The obvious increasing tendency of trade volumes predicts for further success in the future after the DC FTAs are enacted fully for some countries and/or other trade facilitation measures are utilized fully for others. A new approach to the economic growth also suggests that benefit from economic growth supports poverty reduction, widely spreads across sectors and affects the majority of the labor force and hence, rise the welfare of the population. In this context, Corporate Social Responsibility (CSR) appears to be a useful tool to achieve this overwhelming goal. In the difficult business climate prevailing in most of the EaP countries, the role of the EU support could include raising awareness on CSR and supporting the implementation of relevant standards in the enterprises that are benefiting from the EU assistance.","PeriodicalId":147239,"journal":{"name":"Management Dynamics in the Knowledge Economy Journal","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128988468","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Fostering Sustainable Development and Entrepreneurship: The New Role of University","authors":"C. Mititelu, G. Fiorani, I. Litardi","doi":"10.25019/MDKE/5.3.05","DOIUrl":"https://doi.org/10.25019/MDKE/5.3.05","url":null,"abstract":"Sustainable development is a global objective to overcome the economic, environment and society crises worldwide. The research aims are twofold: (i) Explores the proactive and dynamic model of the university’s education system, focusing on the new role played by the School of Economics in the promotion of economic, social and environmental sustainability, and how this goes beyond, in stimulating bottom–up social entrepreneurship ideas through students engagement; (ii) Provides a descriptive analysis of innovative laboratories modules, by studying and mapping the best project proposals initiated by the student. Finally, it presents a case study analysis on waste management (UniRecycling) project, scaling up objectives, stakeholder mapping, activities and the expected results. The findings show the new role played by School of Economics, along with other partner institutions, in supporting the student’s engagement in practice-oriented workshops that enable the transfer of knowledge, skills, and self – development. The implications of the research to be developed show that a dynamic bottom-up model of learning and dissemination of sustainable and entrepreneurial should aim to sensitise students to be active and create project ideas for social and environmental entrepreneurship and build and strengthen the local territorial networks, to contribute to the creation of a system of services attentive to responsible and sustainable entrepreneurial development.","PeriodicalId":147239,"journal":{"name":"Management Dynamics in the Knowledge Economy Journal","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132170937","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Connections between the Laws of Universe and the Laws of Business","authors":"P. Gazzola, T. Suciu","doi":"10.25019/MDKE/5.3.08","DOIUrl":"https://doi.org/10.25019/MDKE/5.3.08","url":null,"abstract":"The authors draw a parallel between the laws of the universe and the laws of business. There are 30 laws of the universe and they chose 30 laws of the business. If one gets to understand and to practice these laws, one can reach self-knowledge and, ultimately, perfection. The most important laws of the universe are the law of love, the law of forgiveness, the law of mercy, the law of blessing, the law of rhythm, the law of correspondence, the law of attraction, the law of learning. The most important laws of the business are: if you can dream it, you can do it; the secret of business is to know something that nobody else knows; social networks are a kind of capital; there is only one boss: the customer; none of us is smart as all of us; turn every disaster into an opportunity; you can’t grow long-term if you can’t eat short-term; the more a person can do, the more you can motivate them. Each law is important in itself, as it represents a step towards self-knowledge and of the others. Both the laws of the universe and the laws of business are for the common people, not only for entrepreneurs. But together we can climb the steps towards knowledge and true.","PeriodicalId":147239,"journal":{"name":"Management Dynamics in the Knowledge Economy Journal","volume":"71 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126617783","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Towards Sustainable Health Care Organizations","authors":"Mauro Romanelli","doi":"10.25019/MDKE/5.3.04","DOIUrl":"https://doi.org/10.25019/MDKE/5.3.04","url":null,"abstract":"Health care organizations have to develop a sustainable path for creating public value by seeking legitimacy for building and maintaining public trust with patients as social and economic institutions creating value and sustaining both health and wealth for people and communities within society. Health care organizations having at disposal decreasing resources and meeting increasing demands of citizens are following an unsustainable path. Designing sustainable health care systems and organizations is emerging as a strategic goal for developing the wealth of people and communities over time. Building sustainable organizations relies on valuing human resources, designing efficient and effective processes, using technology for better managing the relationships within and outside organizations. Sustainable health care organizations tend to rediscover the importance of human resource management and policies for effectively improving communication with patients and building trust-based relationships. While processes of accreditation contribute to legitimizing effectiveness and quality of health care services and efficient processes, introducing and using new information and communication technologies (ICTs) and informatics helps communication leading to restore trust-based relationships between health care institutions and patients for value creation within society.","PeriodicalId":147239,"journal":{"name":"Management Dynamics in the Knowledge Economy Journal","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127056656","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Innovation Perspectives in Local Administration at the Beginning of the \"Age of Cities\"","authors":"G. Popescu","doi":"10.25019/MDKE/5.2.02","DOIUrl":"https://doi.org/10.25019/MDKE/5.2.02","url":null,"abstract":"This paper represents an insight of the public administration process to adapt to innovation. The particularities consist in the fact that, at least in Romania and other CEE countries, this process is rooted not only in the objective reality, but also this process has to include the adaptation of the (centralized) \"state\" to the market conditions. Somehow, it may be a contradiction between state/central/local administration and the market. Traditionally (or conservatively), the public administration is known as an exponent of the state, a state that must address equally, equitably and objectively the whole community and to ensure the right conditions for its correct functioning. The latter concept - market - is the opposite of the state, it implies competition, preferences, some kind of democratic (as opposite to central) participation at the city life. The nowadays realities put public and private face to face, forcing them to find a way to co-exist and co-create for the benefit of the whole community. The two sectors have all the conditions to collaborate, considering the scale of the flows, including the flows of innovation and knowledge that characterize our society today. The research is focused on the \"status\" of innovation in Romania, in general, and in public administration, in particular. In spite of its evolution from the centralized state to the EU democratic state, the innovation in public administration is perceived more as a restructuration or reorganization process required by the European Union. The underestimate of the innovation in the public administration is explained by the generally reduced interest paid to innovation both in the private as well as public sector, as revealed by the secondary data analyze we conducted within the documentation for this paper. The in-depth interviews are trying to explain how the local administration practically works, considering the innovation process. The results should be understood and further discussed from the larger perspective of new development trends, models and performance of cities all worldwide.","PeriodicalId":147239,"journal":{"name":"Management Dynamics in the Knowledge Economy Journal","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129092744","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}