24 research outputs found
Redefining global entrepreneurship : shifting focus from China to Central and Eastern Europe
No full textPurpose
The purpose of this paper is to explore the viability of shifting foreign direct investment (FDI) from China to Central and Eastern European (CEE) countries in light of recent geopolitical and economic challenges. By analyzing case studies, it argues that CEE nations offer a compelling alternative for Western European businesses, with stronger intellectual property protection, political stability and alignment with European Union (EU) sustainability goals. The paper provides insights for firms and policymakers on mitigating risks and enhancing business operations by pivoting toward the CEE region, offering practical recommendations for adapting to shifting global trade dynamics.
Design/methodology/approach
The design methodology uses the case study approach to analyze the shift of FDI from China to CEE. This method examines the geopolitical, economic and legal contexts influencing business decisions, using real-world examples of Western European companies that have made this transition. The case studies highlight key factors in decision-making and the benefits of relocating investments to the CEE region.
Findings
The study identifies several advantages of the CEE region over China for Western European firms. These include geographic proximity, similarities in business values and purposes, environmental accountability, trustworthiness in business, enforceable noncompetition rules, lower risks of counterfeiting, reduced political and administrative risks, lower risks of intellectual property theft and reduced risks of negative publicity.
Practical implications
The findings suggest that Western European firms should consider redirecting their FDI to the CEE region to mitigate risks associated with investing in China. This move could offer long-term benefits despite short-term complications.
Originality/value
This paper contributes to the FDI theoretical framework by enhancing the cultural, administrative, geographic and economic (CAGE) distance framework. It provides a unique perspective on the shifting dynamics between Europe and China and highlights the potential of the CEE region as a viable alternative for FDI.© Sebastian Vaduva, Lance Brouthers, Melisa Benchis and Amalia Cristina Nedelcut. Published in
Journal of Ethics in Entrepreneurship and Technology. Published by Emerald Publishing Limited.
This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcodefi=vertaisarvioitu|en=peerReviewed
Romanian Management Theory and Practice
No full textThis open access book provides the current research on the features of Romanian management theory and practices. It explores Romania’s position in the global supply chain; Romanian firm’s contributions to the new global economy; and the processes and effect of internationalization and digitization on the Romanian economy. Romanian management practices, similar with other Eastern European nations, has a unique development. In the late 19th and early 20th century, they were an integral part of western management thinking. However, with the forced adoption of a communist political system and the nationalization of the Romanian economy, the managerial systems were recalibrated to replace profit maximizing objectives with social objectives yielding mixed results. Since the revolution of 1989 and the integration into NATO and the European Union, Romanian management systems are once again an integral part of the global economy. As the COVID-19 crisis revealed the limitations of globalization and the overreliance on Asian suppliers, Romania, along with the rest of Eastern Europe will continue to be integrated into the global economy and become a dependable alternative to Asian suppliers. This is an open access book
Marketing Consultancy for Launching a New Service
No full textAt the global level, developed Western economies experienced a migration from agriculture- and production--based economies to a service-based economy. Starting with 1990, world economy entered a new stage, the informational age, which brought an intense growth of the tertiary domain. This article presents the idea of developing a consultancy and training sector in Romania – a country in transition towards a developed economy – and analyses the preferences and the needs of the SME sector in this respect.consultancy, SMEs, strategic marketing, training.
Managing Perplexity: Lessons from Inside the Romanian Business Culture
No full textDespite the passage of several decades since the revolution of 1989, there is little professional literature designed to prepare foreign investors for the Romanian business culture. Visitors to this nation discover a friendly people who engage in business practices often characterized as perplexing, frustrating, and imbued with selfdefeating actions. The communist period in Romania’s history imbedded unethical behavior into the nation’s culture, including the morally ambiguous practice of favor trading. This paper describes this central business activity and how it shapes business dealings and often undermines opportunities. The cultural context that created the favor trading environment is discussed, and methods for managing this perplexing practice are explained
Consumers Perception of Corporate Social Responsibility Empirical Study in Romanian Retail
No full textTo build a better and more profitable corporate image, Western firms have been investing in social responsibility. The Romanian consumer has fairly recently been exposed to this holistic marketing concept since the Revolution of 1989, and in this regard, in this article, the authors verify conventional corporate social responsibility principles of building customer loyalty as well as goodwill from stakeholders. The paper explores the competitive advantage and its various components in which companies make use of marketing instruments that influence CSR activities of retailers.</p
