Abstract.Creative economies are at the heart of the knowledge-based economy. The main objectives of the study are to present the spatial design of the regional systems of creativity in Romania and to identify the evolutionary trends, by creating spatial models for key economic indicators, specific to such economic activities. This paper focuses on how creative economies are concentrated in the national network of settlements and how they differentiate in terms of regional profile. Consequently, a yearly nationwide database was created for 2000-2012, which includes four-digit creative economic activities, according to the Classification of National Economy Activities, for each administrative unit in Romania. The analyses, conducted for the same period, show a concentration of creative economies as a national polycentric network which includes the capital city and cities with over 300,000 inhabitants, as well as their structured territorial systems emerging around them, representing the local and regional polycentric networks. The analysis of the economic profiles highlights the growing share of creative economies in the national economy that tends to contribute more and more to the increase of the operational complexity of the local and regional economies.
In the last decades the corporate social responsibility (CSR) has been a major subject both for universities, civil society and businesses. Although the CSR concept is especially promoted by large multinational and transnational corporations, it has become also a prominent issue for universities. Social responsibility represents more than a challenge for universities. It has to be a purpose of the universities, taking into account that young people formation also means creating a high level of awareness about the need to involve members of society in solving social problems. Our paper contributes for better clarifying the CSR concept and presents as a study case some of initiatives of the University of Bucharest related to the social responsibility.
In order to face their global competitors, one solution consists for manufacturing companies around the world to implement the Toyota Production System (TPS). Lean manufacturing evolved from TPS. The purpose of the paper is to demonstrate that lean principles and concepts can be successfully applied in a company from the retail industry, such as Seven-Eleven Japan. Lean retailing is now a reality that has forced manufacturers to build standard products ondemand using build-to-order techniques. The retail markets are characterized by a strong competition, short product life cycles, long product development lead times, and highly volatile demand. Today's powerful retailers insist on low prices and refuse to carry inventory. The main objectives of the paper were achieved by using an extensive review of the literature and a case study.
Category of paper -Research paper combined with a case study Purpose -To demonstrate that lean management could be successfully applied in an enterprise from an Eastern European country like Romania. To propose solutions in order to improve the current management practices in the Romanian industry and to increase productivity in order to deal with global competition. To implement the customer-supplier logic within a Romanian manufacturing enterprise. Design/methodology/approach -The main objectives of the paper were achieved by using quantitative and qualitative research methods. A survey, based on a questionnaire applied to the firm's employees, was conducted and the work processes during a product cycle were observed by the two authors. Focus-groups were also organized within the Romanian enterprise. Findings -Findings are related to the business environment and economical changes in Romania. Due to the implementation of lean management in the Romanian enterprise, waste decreased in a significant manner, work productivity increased and work area decreased. Also, by using lean production and management, emphasis is put on inter-functional effectiveness, process efficiency and system flexibility. Training (for instance "5S" training) and team work play a key role in implementing a customer-supplier logic (or internal client or customer-in) within the Romanian enterprise. Research limitations -There are little statistical methods applied in the Romanian industry. That is why future research should focus on the performance measurement and the indicators used in the management of the processes in a manufacturing enterprise. Practical implications -Romanian government, private and public enterprises could use the findings in order to rethink some of theirs management strategies and practices. Changes should be made within manufacturing enterprises in order to gain a flexible and organizational structure. Originality/value -The paper shows that the lean paradigm leads to a management-byprocess organization. On the other hand, the paper demonstrates that lean management could be successfully applied in a Romanian manufacturing enterprise. Suggestions are made
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