COMPETITIVENESS AGAINST THE SUSTAINABLE DEVELOPMENT GOALS

isara solutions, 2018

Companies have a role to play in co-creating eco-friendly economies through proactive collaboration with non-governmental organizations, governments, international institutions, consumers and the general public, in order to create rules of the game of international trade that globalize not only the trade of goods. but also more basic human needs available, recognize basic human rights and preserve critical habitats and natural resources for future generations. In doing so, these companies can help establish the preconditions for peaceful economic and human relations. In theory, of course, entrepreneurs around the world should want such conditions, but under existing agreements they are systematically based on short-term economic considerations aimed at maximizing current incomes and ignoring the natural environment which is based on our savings.

Journal of the Institute of Economic and Social Research „Gh. Zane ", 2019

Considering the challenges at global level, we consider competitiveness as the basic pillar of the sustainability of the real economy, namely the increase of productivity and competitiveness of the economic sectors, as well as of the current challenges that the economic environment faces not only at national level, but also at the national level. global level, among which we mention: internationalization of the business environment (multinationals), partnerships between market actors (companies, institutions, authorities), entrepreneurship (demography, structure, resilience of the business environment) the dynamic element of the economy, human resources and education (critical mass and quality of workforce), innovation (demand and supply of research products, critical mass of researchers and innovative firms) creativity (entrepreneurial culture, innovation community) efficiency (resource use) and excellence (priority sectors and international competitiveness). Moreover, the influence of digital technologies (especially in the field of finance), respectively their integration in the economic sectors, leads us to the hypothesis that they can also be introduced in the range of current challenges, with an impact on the competitiveness and sustainability of the real economy both at national and international level and internationally. Therefore, in the present paper we aim not only to mention the concepts of competitiveness, the tendencies of competitiveness at national and international level, but especially a detail of the competitiveness indicators, as well as of the principles that govern the competitiveness, the pillar of development and sustainability of the environment business.

Heritage and Sustainable Development

The COVID-19 pandemic has altered the way business is conducted. The widespread closure of commercial organizations presents opportunities to reset the way business activities are conducted. Regardless of the organization’s size or its status as a domestic or international firm, due diligence is required to find solutions that will allow firms to sustain their business activities in uncertain times. This study addresses this issue and attempts to identify issues that require urgent attention so that organizations can be effective and efficient in their global operations. In this context, the study proposes three imperatives for global/international businesses to sustain their operations in the long term. These imperatives include having a strong reserve fund, access to a local mutual fund, and networking to form alliances in host countries. Other implications are discussed, and we identify areas for future research.

Globalization, Business Management and Sustainable Development " opportunities sojourn in the minds of aspiring entrepreneurs as venture ideas, propped by perceptions and beliefs […] " (Dimov, 2011, p. 64). As the level of globalization increases, business risk, uncertainty and change, has forced firms to consider adopting sustainable development strategies to survive competitively. Adopting technological innovations has, without doubt, open the door for old and new firms to thrive, however, this transformation process has occurred as a result not solely of businesses adopting new technologies but, shifting their business culture. Behind the globalization of business activity there is not only a business transformation but an entrepreneurial cultural reinvention. This process has been accelerated by globalization, as the survival of businesses has become linked to how they achieve sustainable development through the management of greater social, cultural, political and economic interdependence. This paper will critically discuss how globalization has changed the business management of enterprises and how sustainable development strategies have become essential for firms to compete and survive in a global and post-global market context. To analyse the effects of globalization on firms it is imperative to realise that the globalization of business activity has increased social, cultural, political, and economic interdependence and in the process, changed the business environment in which firms operate. The major effects of this globalization process has been, on the one hand, the strengthening of firms competitive capacities through the uncovering of new global market opportunities, and, on the other, the weakening of firms future survival due to the threats created by the rising risks and uncertainties associated with the globalization of business activity. So, while new global opportunities and greater access to more resources brought increased growth in the market, trade and investment potential of firms, that same " globalization bonanza " transformed the way firms had to manage higher levels of risk and uncertainty as they sought to globalised their business activity. Globalization has therefore driven firms' marketing conduct and outcomes to rely on the creation of cooperative alliances as the " most viable " type of business strategy for firms to navigate successfully in this new competitive landscape.

Competitiveness against the Sustainable Development Goals., 2019

A strategic vision that considers the new poverty profiles and climate change generates social value and increases the population welfare. This, in turn, contributes to the business or public programs’ suitability. Thus, expenses become an investment, the system becomes dynamic and the population enters a virtuous circle of work-income-welfare.

Springer Texts in Business and Economics, 2018

International Environment and Strategy International strategic planning as a response to environmental changes and challenges, in pursuit of organizational goals, is the subject of this chapter. In general, domestic and international strategic processes are very similar, differing only in specifics. The differences are due to forces governing the international business environment. These forces include the host government, political, and legal issues; currency exchange rates; competition from local business, government-supported Chapter Outline Overview pulling out of big discount chains such as Walmart and Kmart, which emphasize price over quality, and moving into specialty stores such as Best Buy and Circuit City. It greatly improved its products' quality and designs, but it is planning to do more. It is aiming to double its sales in a few years and to become an innovation leader like Apple Computer or Sony Corporation. To promote itself as a global electronics company, it has opened up to foreign managers and appointed non-Koreans to its board. Also, foreigners own 60% of the company. Despite all its efforts to be recognized as a global company, Samsung is firmly rooted in the Korean culture. For example, the CEO of Samsung made a trip to Japan just to apologize to Sony's CEO for a report that Samsung had commented on its intention to dethrone Sony. In Eastern cultures, these kinds of public remarks are not considered polite. Many business practices remain solidly Korean. On a business trip to the United States, for example, an entourage of 15 Samsung employees arrived at a client's office. The clients were startled and had to scramble to find a sufficient number of chairs for them [1-4].

Towards the „new normal” after COVID-19 – a post-transition economy perspective, 2021

Purpose: The aim of the chapter is to compare the declarations of local and international companies regarding the maintenance of sustainable development initiatives during acrisis. Design/methodology/approach: The article presents the results of a survey conducted in September 2020 on a sample of 500 enterprises located in Poland. Respondents were asked to declare if they will maintain or abandon sustainable development initiatives in a crisis situation. The examples presented a pandemic similar to the one caused by Covid-19, an economic crisis, or a significant decrease in company revenues. Findings: The research showed that the largest group of companies in acrisis situation will completely abandon their initiatives in the field of sustainable development. Another group will give up those initiatives that generate the highest cost. There are some small differences in responses of local and international companies. Companies with foreign entities in the ownership structure seems le...

Wroclaw Review of Law, Administration & Economics, 2019

The annual Wroclaw Conference on Competitiveness and Sustainability has become a highly regarded place for discussion on the most important issues related to economic policy in the global economy. This year's edition of the Wroclaw Conference on Competitiveness and Sustainability was devoted to Global Challenges, Innovative Approaches and Civic Action. The conference organisers' intention was to address issues relating to business innovation, infrastructure and societal dialogue. As Dr Sebastian Jakubowski, Chairman of the Conference's Scientific Committee, emphasised during his opening speech, innovations and responsible economic policy are fundamental for both Poland and the European Union. The first lecture was presented by Dr Daniel W. Bloemers, who serves as a Policy Officer/International Relations Officer in the European Commission, Brussels, where he manages regulatory dialogues and contributes to the negotiation of international trade agreements in the field of government procurement, focusing on North and Latin American as well as Asian countries. Before joining the commission in 2015, Dr Bloemers served as the Head of Business Development and Strategy Planning at the Fraunhofer Center for International Management and Knowledge Economy. Dr Bloemers holds a B.A.