Strategic Management, Leadership, Business Ethics

This theme issue has the founding ambition of landscaping Data Ethics as a new branch of ethics that studies and evaluates moral problems related to data (including generation, recording, curation, processing, dissemination, sharing, and use), algorithms (including AI, artificial agents, machine learning, and robots), and corresponding practices (including responsible innovation, programming, hacking, and professional codes), in order to formulate and support morally good solutions (e.g. right conducts or right values). Data Ethics builds on the foundation provided by Computer and Information Ethics but, at the same time, it refines the approach endorsed so far in this research field, by shifting the Level of Abstraction of ethical enquiries, from being information-centric to being data-centric. This shift brings into focus the different moral dimensions of all kinds of data, even the data that never translate directly into information but can be used to support actions or generate behaviours, for example. It highlights the need for ethical analyses to concentrate on the content and nature of computational operations—the interactions among hardware, software, and data—rather than on the variety of digital technologies that enables them. And it emphasises the complexity of the ethical challenges posed by Data Science. Because of such complexity, Data Ethics should be developed from the start as a macroethics, that is, as an overall framework that avoids narrow, ad hoc approaches and addresses the ethical impact and implications of Data Science and its applications within a consistent, holistic, and inclusive framework. Only as a macroethics Data Ethics will provide the solutions that can maximise the value of Data Science for our societies, for all of us, and for our environments.

La investigación aborda la problemática del cambio organizacional en un corporativo de la industria automotriz (DICO), localizado en la ciudad de México, teniendo como principal objetivo  diseñar, a partir de la evidencia empírica y a la luz de la teoría, una estrategia de cambio organizacional, utilizable por empresas del ramo que enfrenten una crisis integral similar a la de Dico.
De la implementación de esta estrategia de cambio, los principales resultados empíricos ilustran que en Dico el eje central de transformación fue la cultura, con una perspectiva estratégica que implicó un liderazgo participativo, a partir de reconocer la aceptación de la  necesidad del cambio en todos los niveles de la organización y de búsqueda de un mecanismo para superar una crisis que amenazaba el futuro del corporativo, y satisfacer las perspectivas laborales de todos los empleados. El equipo de ejecutivos facilitó el logro de los objetivos, a través de generar suficiente continuidad para asegurar un cambio ordenado; suficiente adaptabilidad para reaccionar adecuadamente a las oportunidades y demandas externas; suficiente sentido de innovación para permitir que la organización fuera proactiva (iniciar cambios) cuando las condiciones lo justificaran.
Los hallazgos más importantes a los que se llegó en esta investigación fueron: Primero, el liderazgo es un ingrediente necesario, pero no suficiente, para cambiar una cultura organizacional; segundo, el cambio organizacional depende de una combinación de nuevas tecnologías y sistemas de comunicación; tercero, los empleados aumentan su participación en los procesos de toma de decisiones cuando aumenta su satisfacción en el trabajo y por lo tanto aumenta su compromiso con el aseguramiento de la calidad; cuarto, el cambio organizacional no es un proceso continuo ni lineal como lo ha percibido el grueso de los investigadores, el cual se puede abordar en tres etapas (que no están claramente divididas una de otra), sino que es un proceso complejo, cuyas características principales son el caos y la ambigüedad, donde el papel del administrador se reduce al diseño de una estrategia de negocios y a la definición de una cultura que se promueva mediante el liderazgo.
Así se aporta el diseño de una estrategia ya comprobada que facilite el cambio organizacional para superar la crisis en un corporativo que tiene que partir de un modelo donde el liderazgo participativo se apoye en una cultura de calidad total, en destacar el poder de las personas, que apoyado en un sistema de información y análisis tome decisiones óptimas y así lograr una efectiva administración estratégica para cumplir con los objetivos de la empresa.

Contents

Foreword

Economics and Business

Arsim GJINOVCI
Difficulties facing the organization, promotion of HR and how to encourage or to motivate investments in organizations 

Eduart LIKA
The role of remittances in the Albanian economy 

Steliana MORARU
The impact of using mobile technology for the development of the Non-profit Sector in Romania 

Erdet KËLLIÇI
Increase organization overall performance through mobile technology. Albania case study 

Agata BALIÑSKA
Factors determining the development of peripheral areas 

Dumitru IACOB, Ștefan STÃNCIUGELU
Socioenergy, co-existence and co-evolution: key factors of a Romanian national development strategy 

Denisa MAMILLO
The effect of organizational culture and uncertainty on supply chain collaboration. The case of Albanian beer producers 

Cristian PÃUN
The role of European Union Funds in economic development 

Andrei-Alexandru MOROȘAN, Cristian-Valentin HAPENCIUC,
Iulian CONDRATOV
The effects of structural funds absorption on the business environment in the North-Eastern Region of Romania 

Bajram FEJZULLAHU
The management of the privatization process in the republic of Kosovo - “sui generis” process 

Finance and Banking

George BAKATSELOS, Anastasios KARAMANOS
Abnormal stock market returns to announcements of M&A banking deals in Greece 1996-2013 

Laurențiu TREAPÃT, Lucian ANGHEL, Ileana VELICU
The role of the banking loans in the management of the local development 

Yurii PASICHNYK
Transformation of banking resources 

Anda GHEORGHIU
Country risk dynamics of Romania in the post-EU accession period 

Doina PALADE, Florentin TANASÃ
Foreign equity ownership, corporate governance and financial performance 

Loredana IVAN
Gender differences in investing and savings behavior: the nesting effect 

Nicoleta SAVU
Government accounts: below the line financing in Romania 

Alexandra VIȚELAR, Alina-Daniela MIHALCEA, Rodica-Maria SĂVULESCU
Is the European social and economic model still sustainable? A pragmatic approach from Romanian students on the future of the Eurozone 

Management and Leadership

Carmen NOVAC, Alexandra MIHALCEA
The relationship between leadership, organizational culture and managerial culture through LEAN strategy in a multinational company 

Daniel POPESCU
Project management for implementing Japanese methodology-KAIZEN at ASSA ABLOY Romania 

Cristina LEOVARIDIS, Gabriela POPESCU
Organizational innovation - a path to improve the working conditions in the knowledge economy 

Ramona LEON
Emotional intelligence – the unseen face of the sustainable knowledge based organization 

Cristina MOUTA, Raquel MENESES
The influence of TMT in promoting trust within organizational networks 

Lajos SZABÓ, Anikó CSEPREGI
Strategy development of public organizations 

Kathleen VOGES
Developing relevant MBA curriculum: A case study of business community perspective 

Ligia PETAN
The impact of transformational leadership on team performance and satisfaction: the mediating role of trust 

Dan STÃNESCU, Mãdãlina IORGA
Are through-timers striving more for results than in-timers? Time perspective, achievement motivation and self-regulation: an empirical study 

Elena-Mãdãlina VĂTĂMĂNESCU, Vlad-Andrei ALEXANDRU, Elena-Alexandra GORGOS
The Five Cs Model of Business Internationalization (CMBI) – a preliminary theoretical insight into today’s business internationalization challenges 

Dan NICU
The political strategic decision-making: towards an inferential model 

Marketing

Dumitru BORȚUN
The need for a managerial and governmental strategy. Public Relations as an expression of strategic communication 

Dimitrios NIKOLAIDIS, Ioana MANUSSOS
The influence of Public Relations in nation branding: the case of Bucharest 

Andreia-Gabriela ANDREI, Adriana ZAIȚ
Branding insights: an interdisciplinary journey from perception to action 

Valeriu FRUNZARU, Elena Monica POPA
Materialistic values, shopping, and life satisfaction 

Diana-Luiza DUMITRIU
Sport actors' walk of fame: the Trojan horse of celebrity 

Marina OCHKOVSKAYA
Perception and consumption of global luxury brands in Russia and Romania: comparative cross-cultural aspect 

Rareș MOCANU
Marketing professionals: a managerial perspective 

Ioana-Felicia CONSTANTIN, Vlad RÂMNICEANU
Online marketing for women. An analysis of online purchasing behavior of young women in Romania 

Cornelia MAXIM, Cristian VIDU
Modern marketing: Valenti & Performance 

Janard K. YADAV, Omkumar KRISHNAN
Experiential marketing of tourism: an exploratory model

Alexandra Ștefania ȘTIRBU
Product placement in Romanian music videos 

Business Ethics and CSR

Andreea MITAN
Do Romanian youngsters envision a CSR-oriented world? A research regarding digital natives values 

Denisa-Andreea TUDOR
Social Customer Relationship Management (Social CRM): sustainable relationship cultivation strategies into the social web of consumers 

Alin SPERIUSI-VLAD
The limitation of the freedom of commerce by intellectual property moral rights 

Camelia CRIȘAN, Alexandra ZBUCHEA, Steliana MORARU
Big Data - the Beauty or the Beast 

Mihaela DUMITRAȘCU, Radu LOGHIN
Research in the field of goodwill and corporate governance accounting: a synthesis bibliography in the 2011-2014 academic literature 

Robert SABOTICI
Nation state, market and corporations in the context of globalization 

Diana-Maria CISMARU
Premises and recommendations for communication strategies on environmental policies in Romania 

Ardita TODRI, Francesco SCALERA
Thinking strategically-thinking green: Albanian economy case 

Maria MEDINA-VICENT
Business ethics and gender equality: the basis for a new leadership model

Corporate governance studies typically assume that the CEO is the main locus of business power. However, when the CEO and Chairman positions are split, the de facto role of corporate leader may reside in the hands of a person who usually chairs the board but does not necessarily hold the CEO title. To investigate this situation, we develop an original method for comparing the relative power of Chairmen vis-à-vis CEOs and apply it to 204 firms in France and 215 firms in Brazil. Our results show that for approximately 70% of the companies with split Chairman and CEO roles in France and 75% in Brazil, the Chairman could be considered the more influential decision maker. Our results are validated by a content analysis of annual reports, which shows that Chairmen who are classified as “very powerful” tend to earn more, sign shareholders’ letters more frequently and receive more citations in public documents. They are also validated by clinical research based on interviews and relevant news published in the media. In addition, we find that corporate attributes such as family control, past performance and board tenure are positively associated with Chairmen’s power. Because the Chairman’s individual power has not been addressed in previous literature, we contribute by presenting a new perspective from which to analyze the decision-making process in publicly held companies.

This study aims to diagnose the reality of entrepreneurial leadership and organizational Ambidexterity in addition to highlighting the impact of entrepreneurial leadership with its dimensions of organizational Ambidexterity, as well as diagnosing the mechanism and identifying the capabilities and capabilities of the organization (study community) regarding entrepreneurial leadership and organizational Ambidexterity and their availability in actual reality through a tool The questionnaire that adopted the research, but the problem is the knowledge of the availability of leadership and Ambidexterity characteristics in the Court of Dhi Qar Governorate, so the research focused on knowing the main aspects through which access to leadership and Ambidexterity to reach a superior and continuous performance and the development of public sector organizations and raising awareness to advance their reality And improving the quality of its output. Data were also collected by means of the questionnaire, which was distributed to the research sample, (52), between two general managers and section managers, and was supported by quantitative data and personal interviews. The research relied on the SPSS V.19 program in applying descriptive statistics and analysis methods in hypothesis testing (Arithmetic mean, standard deviation, coefficient of variation, correlation coefficient). The study reached a number of results , the validity of most of its hypotheses, the most important of which was that there is a positive and moral impact relationship for entrepreneurial leadership of Ambidexterity performance.

Abstract
Years of research clearly shows that relying on traditional organizational power bases is not effective when companies want to promote business ethics and performance. It is not only that the use of legitimate power to establish ethics codes and coercive power to punish employees who do not comply does not work; this study - based on a multi-method research approach in the retail industry - indicates that the classic iron fist leads to unethical business values and lower service performance. But there is a light at the end of the tunnel for forward-looking managers. The ethical attitudes and behaviors of employees within international organizations is a dynamic variable that is possible to change by the use of values-based leadership. Our extensive study of a large grocery store chain owned by a multinational corporation indicates that managers who lead by example will boost team values and commitment.

The arena of spirituality in the workplace continues to garner growing scholarly and popular attention as evidenced by increased interdisciplinary scholarship, media reports, and corporate interest. However, workplace chaplaincy, an expression and a growing subset of the faith at work movement, has received very little scholarly attention.