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Economic Dynamics and Sustainable Development – Resources, Factors, Structures and Policies

Proceedings ESPERA 2015 – Part 1 and Part 2

Edited By Luminita Chivu, Constantin Ciutacu, Valeriu Ioan-Franc and Jean-Vasile Andrei

The book is dedicated to the 150th anniversary of the Romanian Academy. It contains the most valuable 100 papers presented at the International Conference «Economic Scientific Research – Theoretical, Empirical and Practical Approaches» (ESPERA 2015). The event is initiated annually by the National Institute for Economic Research «Costin C. Kirițescu» of the Romanian Academy. ESPERA aim to present and evaluate the economic scientific research portfolio as well as to argue and substantiate development strategies, including European and global best practices. ESPERA intend to become a scientific support for the conceptualization and the establishment of policies and strategies and to provide a systematic, permanent, wide and challenging dialogue within the European area of economic and social research.

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Change Management in Romanian SMEs (Cristian Bișa / Cristina Chiriță / Liviu Tudor)


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Cristian Bișa1, Cristina Chiriță2 & Liviu Tudor3

Change Management in Romanian SMEs

Abstract: Organizations are subject to change, regardless of the economic environment and industry in which they operate, but Small and Medium Enterprises (SMEs) face particular challenges – lack of information and training, as well as limited resources. In these conditions, change management can bring significant advantages to Romanian SMEs with minimal investment of financial, human and material resources. At the international level change management is doubling the efficiency of change projects, when properly used.

The present research aims to identify the level of implementation of change management in Romanian SMEs, highlighting the similarities and differences between small and medium-sized organizations. The results indicate that, despite their high availability to achieve change, Romanian SMEs do not possess the necessary knowledge and do not apply change management tools, therefore, the efficiency of change initiatives are being reduced. To be successful, Romanian SMEs must embrace change, not only as an idea, but also as a strategic process, following the four specific phases of change management and the advanced recommendations herein.

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