ANALYSIS ON THE POSSIBILITIES OF INCREASING THE COMPETITIVENESS OF CULTURAL ORGANIZATIONS THROUGH RESOURCE MANAGEMENT
Abstract
In order to increase the competitiveness of artistic events organized by cultural entities in the Cluj area, we carried out an analysis on the managerial tools in relation to the resources used, with the intention of coordinating them. The literature reveals that the degree of performance can be related to the level of competitiveness of an organization; the present study seeks to highlight the causal relationships between the specific use of a managerial tool within artistic entities and their competitiveness potential.
The study, based on a survey, determined that managerial tools are not fully exploited in cultural organizations, whereas empirical data suggest that in the field of organizational resources the management of financial resources stands at the forefront. Therefore, we conclude that managers must focus on other priorities in resource management, the control and professionalization of financial management alone not generating increases in competitiveness (performance). The need for investments from the sponsors is directed towards technology, the management by the organizers as a whole of the resources, with emphasis on the professional development and the numerical growth of the involved staff being able to generate efficient performances, sources of increasing competitiveness.
Keywords
References
Banwet, D. K., Momaya, K. & Shee, H. K. (2003). Competitiveness through technology management: an empirical study of Indian softwere industry, International Journal Services Technology and Management, 4(2), pp.131-155., doi:10.1504/IJSTM.2003.002575.
Burciu A., Kicsi R. (2015). Knowledge as a distinctive resource of competitive advantage, Ecoforum Journal, Vol.4, Special Issue, p.12.
Cerrato, D., Depperu, D. (2011). Unbundling the construct of firm‐level international competitiveness, Multinational Business Review, 19(4), pp.311-331.
Galan, A. M. (2016). The impact of the innovative activity on the development of the business organizations, Ecoforum, Vol.5, Special Issue, pp.199-204.
Hernandez, M. A. (2020). Flexibility in human resources management and its impact on performance organizations, Ecoforum, 9(3).
Maatman, M., Meijerink, J. (2017). Why sharing is synergy: The role of decentralized control mechanisms and centralized HR capabilities in creating HR shared service value, Personnel Review, 46(7), pp.1297-1317.
Momaya, K. (1998). Evaluating International Competitiveness at the Industry Level, Vikalpa, 32(2), pp.39-46. doi:10.1177/0256090919980206
Martin, R. L. (2003). A study on the factors of regional competitiveness. A draft final report for the European Commission Directorate-General regional policy. Cambridge. http://ec.europa.eu/regional_policy/sources/docgener/studies /pdf/3cr/competitiveness.pdf, accessed Julay 10, 2019.
Nicolescu, O., Ceptureanu, S., Ceptureanu, E. (2007). Nivelurile de determinare a competitivității, Tribuna Economică, (37), p. 61.
OECD. (1996). Globalisation and competitiveness: relevant indicators. http://www.oecd.org/officialdocuments/ publicdisplaydocumentpdf/?cote =OCDE/GD%2896%2943&docLanguage=En, accessed June 10, 2019.
Popa, I., Ștefan, S. C. (2015b). Why do some nations succeed and others fail in international competition? Factor analysis and cluster analysis at European level, The Annals of the University of Oradea. Economic Sciences, XXIV(1), pp.1149-1157.
Popa, I., Vlăsceanu, C. (2014). Competitiveness and Outsourcing in the New Economy, Revista Economică, 66(1), pp.16-27.
Schwab, K. (2014). The Global Competitiveness Report 2014–2015, Geneva: World Economic Forum.
Triguero-Sánchez, R., Peña-Vinces, J. & Guillén, J. (2018). How to improve firm performance through employee diversity andorganizational culture. Revista Brasileira 24 de Gestão de Negócios,20(3), pp. 378-400. https://doi.org/10.7819/rbgn.v20i3.3303
***Micul dicționar academic, ediția a II-a, Academia Română, Institutul de Lingvistică, Editura Univers Enciclopedic, 2010.
This work is licensed under a Creative Commons Attribution 3.0 License.