Challenges and Opportunities to Develop Organizations Through Creativity, Technology and Ethics: The 2019 Griffiths School of Management Annual Conference on Business, Entrepreneurship and Ethics (GSMAC) PDF
Preview Challenges and Opportunities to Develop Organizations Through Creativity, Technology and Ethics: The 2019 Griffiths School of Management Annual Conference on Business, Entrepreneurship and Ethics (GSMAC)
Springer Proceedings in Business and Economics Silvia L. Fotea Ioan Ş. Fotea Sebastian A. Văduva Editors Challenges and Opportunities to Develop Organizations Through Creativity, Technology and Ethics The 2019 Griffiths School of Management Annual Conference on Business, Entrepreneurship and Ethics (GSMAC) EMANUEL UNIVERSITY INTEGRITY, EXCELLENCE & PASSION Springer Proceedings in Business and Economics More information about this series at http://www.springer.com/series/11960 Ş Silvia L. Fotea Ioan . Fotea (cid:129) (cid:129) ă Sebastian A. V duva Editors Challenges and Opportunities to Develop Organizations Through Creativity, Technology and Ethics fi The 2019 Grif ths School of Management Annual Conference on Business, Entrepreneurship and Ethics (GSMAC) 123 Editors Silvia L. Fotea IoanŞ. Fotea GriffithsSchool ofManagement GriffithsSchool ofManagement EmanuelUniversity of Oradea EmanuelUniversity of Oradea Oradea, Romania Oradea, Romania Sebastian A.Văduva GriffithsSchool ofManagement EmanuelUniversity of Oradea Oradea, Romania ISSN 2198-7246 ISSN 2198-7254 (electronic) SpringerProceedings in Business andEconomics ISBN978-3-030-43448-9 ISBN978-3-030-43449-6 (eBook) https://doi.org/10.1007/978-3-030-43449-6 ©TheEditor(s)(ifapplicable)andTheAuthor(s),underexclusivelicensetoSpringerNature SwitzerlandAG2020 Thisworkissubjecttocopyright.AllrightsaresolelyandexclusivelylicensedbythePublisher,whether thewholeorpartofthematerialisconcerned,specificallytherightsoftranslation,reprinting,reuseof illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmissionorinformationstorageandretrieval,electronicadaptation,computersoftware,orbysimilar ordissimilarmethodologynowknownorhereafterdeveloped. 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ThisSpringerimprintispublishedbytheregisteredcompanySpringerNatureSwitzerlandAG Theregisteredcompanyaddressis:Gewerbestrasse11,6330Cham,Switzerland Contents 1 The Reason for Being Ethical in Business: Moral or Marketing Orientation? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Călin Gurău 2 Contemporary Directions in the Development of Romanian Academic Marketing in Favor of Increasing the Performance of the Organization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Nicolae Al. Pop 3 Implementing Technology in Healthcare Organizations . . . . . . . . . 37 Crina Simona Poruțiu, Ciprian Marcel Pop, and Andra Ramona Poruțiu 4 Teaching Entrepreneurship: How Prepared are Romanian Educators? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Alina Bădulescu, Daniel Bădulescu, Csaba Csintalan, and Ramona Simuț 5 Ethical Issues in Hospitality: Management Implications for Youth Tourism in Romania. . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Daniel Bulin, Andreea Marin-Pantelescu, Elisabeta Ilona Molnar, Andreea Fortuna Șchiopu, and Gabriela Țigu 6 Revealing the Main Drivers of Romanians’ Migration in the European Context. An Empirical Approach Based on Gravity Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103 Adriana Ana Maria Davidescu, Catalin Corneliu Ghinararu, and Luiza Maicaneanu 7 Liquidity Risk Related to Financial Transactions . . . . . . . . . . . . . . 121 Laurențiu Paul Barangă v vi Contents 8 Opportunities for the Development of Public Administration by Measuring Labor Productivity. . . . . . . . . . . . . . . . . . . . . . . . . . 135 Silvia Cretu and Mihaela Luminita Lupu 9 Sensory Evaluation and Acceptance of Goat Yogurts in Comparison with Cow yogurts—An Empirical Study. . . . . . . . . 143 Zsolt Csapó, Ádám Péntek, and Tünde Csapóné Riskó 10 Types of Shopping Centers—Literature Review . . . . . . . . . . . . . . . 163 Cosmin Bogdan Micu 11 Determinants of Student’s Entrepreneurial Intentions Toward Their Career Choice in Algeria. . . . . . . . . . . . . . . . . . . . . . . . . . . . 179 Mohammed Fouzi Boudia, Abderrezzak Benhabib, and Benabou Senouci 12 Financial Resources or Human Resources? The Real Obstacle for Developing NGO Activity in Romania. . . . . . . . . . . . . . . . . . . . 197 Frank Elbers and Ana-Maria Grigore 13 Evaluating the Overall Performance of Romanian Listed Companies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211 Razvan Hapau 14 Health Tourism—A New System-Model Based on the Four Basic Elements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 253 Erzsébet Printz-Markó and Elisabeta Ilona Molnar 15 OrganizationalCulture andClimateasOpportunitiestoDevelop School Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 269 Florina Magdalena Onaga 16 Are Romanian Employees Satisfied with Their Jobs, withthePerformanceEvaluationProcess?AnEmpiricalAnalysis Among Employees from Public Versus Private Sector . . . . . . . . . . 287 AdrianaAnaMariaDavidescu,AlexandraBeiu,andMihaelaMosora 17 The Consumer Explained Through Leisure Perception. . . . . . . . . . 299 Teodora Roman, Adriana Manolică, and Sebastian-George Novac 18 Romanian Medical System Between Technology and Economic Growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 313 Luminita Rus, Dana Simona Gherai, and Rareș Gherai 19 Exploring the Family Identity as a Unique Competitive Advantage to Family Businesses in Developing a Relationship Marketing Orientation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 331 Silvia L. Fotea and Ioan Ş. Fotea Contents vii 20 Data Mining Algorithms for Knowledge Extraction . . . . . . . . . . . . 349 Stancu Ana-Maria Ramona, Cristescu Marian Pompiliu, and Miglena Stoyanova 21 Self-knowledge and Talent—A Motivation of Career Planning and Innovation in Management . . . . . . . . . . . . . . . . . . . . . . . . . . . 359 Ioan Tamas 22 Challenges and Opportunities When Integrating Artificial Intelligence in the Development of Library Management Systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 369 Emanuel Țundrea, Flaviu Turcuț, and Silvia L. Fotea 23 The Interdependence of AI and Sustainability: Can AI Show a Path Toward Sustainability? . . . . . . . . . . . . . . . . . . . . . . . . . . . . 383 Klaus Bruno Schebesch Chapter 1 The Reason for Being Ethical in Business: Moral or Marketing Orientation? Ca˘linGura˘u Abstract Theextantliteratureoftendeclaresthat‘ethicalbehaviorisgoodforbusi- ness,’buttheinvokedreasonsareoftenrelatedtomarketingconsequencesratherthan with moral values. On the other hand, if ‘ethics is good for business,’ how can be explainedtheunethicalbehaviorofmanycorporations—suchastheEnroncase?To understandthisparadoxicalsituation,weinitiatedaresearchprojectcontacting300 Frenchand300UKSMEs,randomlyselectedfromtheKompassdatabase.The248 SMEs’Frenchmanagersandthe266UKmanagersthatrespondedfavorablytoour invitationreceivedashortemailquestionnairefocusedonthreeissues:thenecessity ofethicalbehaviorfortheirbusinessprosperity;theircapacitytoactunethicallyto savetheirbusinessfromadifficultsituation;andifethicalactionshavelessvalueif theyarenotactivelypublicized.ResultsindicatethatthemajorityofFrenchandUK SMEs’managersconsiderthatbusinessethicshasbothamoralandautilitarianjus- tification:theyagreethatethicalvaluesrepresentaconditionforcorporatesuccess, but they directly link this positive effect with the aggressive diffusion of positive messagesaboutthe‘ethicalprofile’oftheirfirm.Morethanhalfofrespondentsin bothcountriesrecognizedthattheywillnothesitatetoactunethicallyiftheseactions arenecessarytosavetheirbusinessbutoutlinedintheircommentsthattheirchoice willbealsodeterminedbythepossibilitythattheiractscouldbediscovered. · · Keywords Businessethics Moralormarketingorientation Cross-country · survey FranceandUKSMEs 1.1 Introduction Weliveinaperiodrifewithcontradictions.Theinterestincorporatesocialrespon- sibility(CSR)andethicalbehaviorinbusinessisoftenakeyissueonthestrategic agendaofmanybusinessschoolsandcompanies(Harris2008;Kacetl2014;Larrán B C.Gura˘u( ) MontpellierBusinessSchool,Montpellier,France e-mail:[email protected] ©TheEditor(s)(ifapplicable)andTheAuthor(s),underexclusivelicense 1 toSpringerNatureSwitzerlandAG2020 SilviaL.Foteaetal.(eds.),ChallengesandOpportunitiestoDevelopOrganizations ThroughCreativity,TechnologyandEthics,SpringerProceedingsinBusiness andEconomics,https://doi.org/10.1007/978-3-030-43449-6_1 2 C.Gura˘u JorgeandAndradesPeña2014;MahapatraandPaliwal2018);however,themediais frequentlyreportinggraveinfringementsofethicalandmoralprinciplesbyindivid- uals,groups,andcompanies(Atkins2019;Carucci2016;EpleyandKumar2019). Also, most medium-size and large corporations have developed their own code of ethics, which is proudly displayed on their web site—but, despite this, unethical practicesstillseemtobeoverabundant. Howcanweexplainthisparadox?Thispaperstartsfromasimplepremise,con- sideringbusinessethicsasapossibleexpressionoftwomajororientations:(i)amoral orientation, based on the idea that ethical behavior in business is derived from the fundamental moral requirements of making and implementing ‘right’ choices that lead to ‘good’ actions and outcomes (Velasquez et al. 2015), and (ii) a marketing orientation in which ethical behavior is linked to the corporate reputation, being implemented and used to promote a positive image leading to increased customer satisfaction,loyalty,andobviously,profits.Ofcourse,thesetwoorientationsarenot mutuallyexclusive;however,wepredictthatapredominanceofthemarketingorien- tationwillengenderspecificbehaviorsfromthepartoffirmmanagers.Since,inthis case,thedisplayofethicalbehaviorisameanstoachievemarketandprofitgoals, wesuggestthatwhenbusinessethicsisperceivedasalimitationorcostregarding profitmaximization,ethicalvaluesandprinciplesmaybetacitlyinfringed.Finally, wethinkthatthis‘decoupling’betweendeclaredintentionsandrealbehaviorismore likelywhensocialcontrolmechanismsareweakornon-existent. To investigate these issues, we focus our research on the interplay between the CEO’sorientationandtheethicalbehaviorofsmall-andmedium-sizedfirms.The reasons for choosing this population of study are twofold: first, most of the extant research has analyzed the ethical (or unethical) behavior of large corporations— therefore, the ethical orientation of SMEs is still relatively understudied (Arend 2013;PainterandSpence2014);second,theSMEsarefacingdifferentchallenges incomparisonwithlargecorporations,astheirsmallsizeandlackofmarketpower makesthemextremelyvulnerabletohyper-competitionandabruptmarketchanges, which, in turn, significantly influence their capacity to survive and grow (Gilmore etal.2001).Also,consideringthattheethicalstancecanalsobeinfluencedbythe nationalcontextandculture(ByarsandStanberry2018),werealizeacross-country study,comparingthebusinessethics’attitudesandbehaviorsofFrenchandUKSME managers. Ourresearchprovidesanimportantcontributiontothebusinessethicsliterature, increasingtheunderstandingregardingthemotivationsofSMEs’CEOstoimplement a business ethics policy. This knowledge can greatly benefit academics, business professionals,andpolicymakers,indesigningandimplementingbetterstrategiesto manage and improve the ethical behavior and image of small- and medium-sized organizations.
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