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Background: While corporate social responsibility (CSR) is a field of study that has gained popularity in the last years, the approaches of small and medium enterprises’ (SME) contributions to social responsibility are under debate. Moreover, studies on Romanian CSR demonstrate the incremental development of such practices, while the social responsibility of Romanian small business is an understudied topic. In this paper we present data regarding the role of owner-managers in shaping the CSR actions of their SMEs in Romania, along with their opinions on what social responsibility is. Methods: We analyze two sources of data: quantitative research, based on 109 questionnaires collected from SMEs in the western part of Romania, and also a qualitative study, based on 17 interviews with owner-managers of small businesses. The quantitative data presents the reality of social responsibility actions and the relationship with manager’s attitudes, while the qualitative focuses on a better understanding of owner-managers opinions on social responsibility. Results: Our data confirms the high impact of owner-managers’ values and orientations in shaping the degree and forms of the CSR of their firms, and reveals definitions of CSR given by practitioners. Conclusions: Our data reveals that the way managers’ see the role of business in providing social welfare influences their decisions to participate in different types of CSR actions. Through interviews we show that managers, whether their firm has formal CSR actions or not, consider being fair and doing business at their best as part of CSR. Those that also displayed other forms of CSR are those who considered it their duty to give back to the community. The interest of stakeholders was displayed mostly by those who have incremental interest in CSR.

In the context of corporate social responsibility studies there is a gap in understanding these actions at small and medium enterprises (SME

The paper aims to address a difficult yet important issue of the modern world, which is related to a lack of consideration, from investors’ point of view, for the sustainable future of our socioeconomic system. Many investors think in terms of MSV (maximization of the shareholder value) and fail to consider other important stakeholders. Future generations will “inherit” the results of the actions of current generations. Investing money in some lucrative ideas is definitely a very important financial activity, but it must be done responsibly. The Sustainable Development Goals (SDGs) postulated by the UN; the Environmental, Social, and Governance (ESG) criteria; and the Equator Principles are some notions proposed to be considered to make investors’ actions more responsible. Future generations deserve a better, safer, and unwasted place to live in, so it is the right time to start thinking of them as major stakeholders. The paper reviews some of the important research related to this issue and brings its contribution to the stakeholder theory by proposing a new vision, one that is future oriented. The proposal to conceptualize future generations as stakeholders is an important contribution of the paper. Methodologically, we relied on relevant literature and recent initiatives and approaches. Further research is needed to identify the means to operationalize our proposal.

NOWADAYS in the business environment all over the world, where information is transmitted quickly and competition is increasingly tougher, companies are making efforts to reduce costs and identify creative resources and competitive advantages 1 . Thus, confronted with these new challenges, work motivation and innovation acquire more importance than ever before. The companies have to direct their attention to 'ordinary' employees, who can be 'exceptional innovators' 1 if they are provided the necessary environment and resources. Under these circumstances, it is essential to analyse the attitude towards work of employees, in general, and of the 'new' employees, in particular. We cannot discuss the attitude towards work without bringing in the concept of culture. Equally, individuals, organizations and theories regarding the organizations bear the mark of culture. The cultural values influence the way in which an individual perceives and interprets a situation; therefore, they have an influence on behaviour 2 . MethodologyThis scientific endeavour aims at analysing the attitude towards work of the new generation of employees and the way in which cultural factor influences this attitude. For this purpose, we conducted intercultural research on work attitude in three national cultures: India, Romania and Sweden. The research was carried out in the time period In order to achieve the research objectives, two quantitative research studies were carried out. Analysis of secondary dataResearch is interpretation of data, not necessarily the collection of data. According to Hofstede et al. 3 , as well as research of specialized literature and the internet will show that in many cases, there are relevant databases, drawn up in a professional way, which are waiting to be consulted and interpreted. For example, World Values Survey 4 (WVS) and European Values Survey 5 (EVS). Since WVS and EVS provide data that cover all social, gender and age groups within each country, data from these two-databases were taken into account and referred to as the national average. WVS was used to obtain data for India, whereas EVS provided information on Romania and Sweden. Students' survey researchThe studied population includes Master's students with work experience. The research was carried out in universities with the help of a self-administered questionnaire comprising 19 questions. Only three of these questions were analysed for the purpose of this research, of which

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This paper is focused on the results of a study which has as main objective the assessment of the perception that employees have on the activity and the role of the Human Resources Department in Romanian Tourism and Hospitality Industry. The study was based on the administration of a questionnaire designed especially for this purpose addressed to the employees2 . The dimensions included in the questionnaire: a) The role of the HR Department from the employees’ perspective b) Typical activities of the HR Department from the employees’ perspective c) The relationship of the HR Department with the employees – trust and interaction d) The investment in employees– the development of the employees.