Inovare creativitate

antreprenoriat

MAPP, an I, MTT 2014-2015

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MTT 2014-2015

Cuprins

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Definitii Inovare si Managementul inovarii

Romnia, la coada clasamentului european n cercetare i inovare Clasamentul IUS 2014

Creativitate si inovare la nivel individual, la nivel de companii

Antreprenoriat si inovare

Inovare - definitie

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Inovarea este unul dintre principalii factori care conduc la bunstare economic. n Comunicarea Comisiei Europene privind Politica Inovrii, inovarea este definit pe larg ca producerea, asimilarea sau exploatarea cu succes a noutilor n sfera economic i social. Conform legistaiei romne[1], inovarea este definit c activitatea orientat ctre generarea, asimilarea i valorificarea rezultatelor cercetrii-dezvoltrii n sfera economic i social.

In mod distinct, se definete inovarea tehnologic ca activitatea de introducere n circuitul economic a unui proces sau a unei tehnologii ori ameliorarea semnificativ a celor existente, inclusiv mbuntirea metodelor de gestiune i organizare a muncii. Conform definiiei OCDE, inovaiile tehnologice cuprind att produsele i procesele noi ct i modificrile tehnologice semnificative ale acestora. O inovaie se consider implementat dac a fost introdus pe pia (n cazul inovrii de produs) sau dac a fost utilizat n cadrul unui proces de producie (cazul inovrii de proces). De aceea, inovaiile presupun o serie de activiti tiinifice, tehnologice, organizaionale, financiare i comerciale. Procesul complet de inovare presupune crearea noului i implementarea acestuia. Implementarea se poate realiza fie direct, fie prin transfer pe piaa de cunoatere.

Din motive statistice, a fost introdus i definiia armonizat a inovrii tehnologice a produsului i procesului (TPP)[2]. Se consider c inovarea TPP a fost implementat dac a fost introdus pe pia (inovarea produsului) sau a fost utilizat ntr-un proces de producie (inovarea procesului). Inovrile tehnologice (TPP) implic o serie de activiti tiinifice, tehnologice, organizatorice, financiare i comerciale. O firm inovatoare de TPP este cea care a implementat produse sau procese tehnologice noi sau semnificativ mbuntite ntr-o perioad de referin. Cerina minim pentru o firm inovatoare de tehnologie a produsului sau procesului de producie este ca produsul sau procesul s fie nou sau semnificativ mbuntit pentru firm, nu este necesar s fie nou pe plan internaional.

[1] Ordonana nr. 57 din 16 august 2002 privind cercetarea tiintific i dezvoltarea tehnologic

[2] Oslo Manual, OCDE, Comisia European, Eurostat

Politica inovarii

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Innovation policy is becoming more mainstreamed and moving to the center-stage of the development agenda.

Under rubrics such as productive development policies or science and technology strategies, governments in developing countries are providing public inputs ranging from research infrastructure to research into new materials and processes to certain types of intellectual property, to tax or other financial incentives, each customized to suit the needs of particular domains of economic activity, but not others.

In some cases they are creating new, high-level entities to co-ordinate the innovation efforts; usually they rely on financial and technical support from international financial institutions such as the World Bank, and other development partners.

Innovation policies are no longer the exclusive domain of S&T ministries but are increasingly championed by Ministries of Finance and Economy and private sector agents. In response to this changing context, demand for training and South-South learning of good practice is rising as well. Reflecting almost universal implementation constraints, the demand is particularly acute for knowledge of how to implementation details of reform of innovation system and implementation of specific policies and programs.

Given the experimental nature of innovation policies and programs, the focus is on sharing the largely tacit knowledge of relevant policy makers and practitioners on 1) Institutions of R&D 2) Instruments of cluster development and linkage promotion 3)Tools of Monitoring, Continuous Adjustment of Innovation Policies and Institutions 4) Instruments and Mechanisms of Coordination of Innovation Policies.

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Innovation System

Innovation is the result of many factors operating at the macro, meso and micro levels.

One element overarching all three levels of aggregation is internationalization. It has been claimed that companies that operate in many countries learn from different innovation contexts and are therefore able to benefit from them.

The sources of learning and knowledge acquisition can be many. If a country is highly internationalised it is likely to have a higher innovation performance because:

(i) its resources (labour, management etc.), its products and its institutions are exposed to alternative innovation contexts, and this allows firms and people to learn from different environments; and

(ii) (ii) competition forces the firms to innovate.

The transmission mechanisms can be many and involve relationships between customers and sellers, principal and contractors, academic research networks, or employees working for the same institutions.

Rapoarte la nivel european

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Tabloul de bord al Uniunii inovrii (Innovation Union Scoreboard IUS) a fost

publicat incepand cu 2011 i este actualizat anual pentru a putea compara performanele UE i ale statelor membre cu privire la cei 25 de indicatori de baz ai cercetrii i inovrii, precum i, pentru 12 dintre acetia, fa de principalii parteneri internaionali.

Un raport de analiz strategic: care sunt cauzele performanelor insuficiente i care sunt soluiile pentru acestea? La fiecare doi ani, raportul privind competitivitatea Uniunii inovrii (Innovation Union Competitiveness - IUC) va furniza o analiz statistic i economic aprofundat care va cuprinde caracteristicile principale ale unui sistem de cercetare i inovare eficient i eficace sub raport social. Ea va constitui un instrument cheie pentru elaborarea de politici bazate pe constatri n contextul Uniunii inovrii.

O Uniune a inovrii

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a fost elaborat un cadru de monitorizare pe trei niveluri, care cuprinde:

1. Obiective principale: ncotro vrem s mergem? Unul dintre cele cinci obiective principale prevzute de

Strategia Europa 2020 este acela de a mbunti condiiile pentru activitile de cercetare i dezvoltare, n special cu scopul de a ridica nivelul finanrii din surse publice i private, luate mpreun, la 3% din PIB. Pe lng aceasta, Consiliul European din 4 februarie 2011 a cerut dezvoltarea unui nou indicator integrat unic care s permit

mai buna monitorizare a progreselor n materie de inovare. Comisia European, n cooperare cu institutele naionale de statistic i cu OCDE lucreaz n prezent la elaborarea unui astfel de indicator, concentrndu-se pe proporia pe care o au ntreprinderilor inovatoare cu cretere rapid n ocuparea forei de munc.

2. Un tablou de bord privind performanele: care este situaia actual? Tabloul de bord al Uniunii inovrii (Innovation Union Scoreboard IUS) a fost publicat la nceputul anului 2011 i va fi actualizat anual pentru a putea compara performanele UE i ale statelor membre cu privire la cei 25 de indicatori de baz ai cercetrii i inovrii, precum i, pentru 12 dintre acetia, fa de principalii parteneri internaionali.

3. Un raport de analiz strategic: care sunt cauzele performanelor insuficiente i care sunt soluiile pentru acestea? La fiecare doi ani, raportul privind competitivitatea Uniunii inovrii (Innovation Union Competitiveness - IUC) va furniza o analiz

statistic i economic aprofundat care va cuprinde caracteristicile principale ale unui sistem de cercetare i inovare eficient i eficace sub raport social. Ea va constitui un instrument cheie pentru elaborarea de politici bazate pe constatri n contextul Uniunii inovrii.

Clasamentul european n cercetare

i inovare IUS 2014

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Europa recupereaz din decalajul n domeniul inovrii pe care l are n raport cu Statele Unite i cu Japonia, dar diferenele de performan dintre statele membre ale UE continu s fie mari i se reduc cu mare greutate. La nivel regional, decalajul n domeniul inovrii se mrete, performanele din acest sector scznd n aproape o cincime dintre regiunile UE, acestea sunt rezultatele principale ale tabloului de bord al Uniunii inovrii 2014 i ale tabloului de bord privind inovarea regional 2014 ale Comisiei Europene (CE), se arat ntr-un comunicat CE. Clasamentul general n interiorul UE a rmas relativ stabil, cu Suedia situndu-se pe primul loc, urmat de Danemarca, Germania i Finlanda, cele patru ri care investesc cel mai mult n cercetare i inovare. rile n care lucrurile s-au mbuntit cel mai mult sunt Portugalia, Estonia i Letonia. Tabloul de bord al Uniunii inovrii 2014 arat c impactul crizei economice n acest domeniu nu a fost att de grav pe ct s-a prevzut. Romnia se numr printre statele Uniunii Europene cel mai puin inovatoare, fiind depit doar de Letonia i Bulgaria. Romnia se afl pe poziia 26 n Tabloul de bord privind performana iniiativei O Uniune a inovrii privind cercetarea i inovarea, n grupa a patra, a rilor cu inovare modest, mult sub nivelul mediu al indicatorilor europeni. Romania st modest la toi indicatorii, cu excepia personalului din domeniu, avnd performane foarte slabe la cheltuielile cu cercetarea i dezvoltarea n sectorul afacerilor i la numrul de doctoranzi non-UE. De exemplu, Romnia are rezultate de apte ori mai mici dect Danemarca, la capitolele privind competitivitatea internaional a bazei tiinifice (sisteme de cercetare deschise, excelente i atractive), i cooperarea n inovarea n cadrul ntreprinderilor, aa cum este msurat n legturi i spirit antreprenorial.

IUS 2014 Innovation Union Scoreboard indicators

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IUS 2014

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Generalizarea inovrii la ntreaga Europ rmne o prioritate, dac se dorete atingerea obiectivului nostru de politic

industrial ca, pn n 2020, cel puin 20% din PIB-ul UE s fie generat de industria productoare - Antonio Tajani,

vicepreedinte al Comisiei Europene, comisar pentru industrie i antreprenoriat. Tabloul de bord al Uniunii inovrii

ediia 2014 plaseaz statele membre n patru grupe de performan diferite:

Danemarca (DK), Finlanda (FI), Germania (DE) i Suedia (SE) sunt lideri n materie de inovare, cu performane n

inovare aflate cu mult deasupra mediei UE;

Austria (AT), Belgia (BE), Cipru (CY), Estonia (EE), Frana (FR), Irlanda (IE), Luxemburg (LU), Olanda (NL),

Slovenia (SI) i Marea Britanie (UK) sunt adepi ai inovrii avnd o performan n materie de inovare deasupra

mediei sau apropiat de media UE; Performana Croaiei (HR), Republicii Cehe (CZ), Greciei (EL), Ungariei (HU),

Italiei (IT), Lituaniei (LT), Maltei (MT), Poloniei (PL), Portugaliei (PT), Slovaciei (SK) i Spaniei (ES) este sub media

UE. Aceste ri sunt inovatori moderai.

Bulgaria (BG), Letonia (LV) i Romnia (RO) sunt inovatori modeti, avnd o performan n materie de

inovare semnificativ

mai sczut dect

media UE.

IUS 2014 Inovarea la nivel mondial

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Lund n considerare rile europene din afara UE, Elveia i confirm i n acest an poziia sa de lider absolut n inovare, continund s depeasc toate statele membre ale UE i prezentnd cele mai bune rezultate n raport cu 9 indicatori.

Principalii lideri ai inovrii SUA, Japonia i Coreea de Sud domin UE, n special n ceea ce privete indicatorii care msoar activitatea ntreprinderilor, n cheltuieli ale ntreprinderilor n domeniul cercetrii i dezvoltrii, co-publicaii aparinnd sectorului public-privat i cereri de brevete PCT, dar i n rezultatele educaionale msurate prin procentajul din populaie care a absolvit nvmntul teriar.

n comparaie cu ali parteneri cheie la nivel internaional, UE continu s domine pe planul performanei Australia i Canada, care nregistreaz 62% i, respectiv, 79% din nivelul UE. Avansul UE n ceea ce privete performana este nc i mai mare n comparaie cu rile BRICS (Brazilia, Rusia, India, China i Africa de Sud). Acest avans este stabil sau chiar n cretere n raport cu aproape toate rile BRICS, cu excepia Chinei. Actuala performan n materie de inovare a Chinei atinge 44% din nivelul UE, iar decalajul continu s se reduc deoarece rezultatele progreseaz ntr-un ritm mai accelerat i mai ridicat dect n UE.

Non-EU countries include Switzerland (CH), Iceland (IS), Norway (NO), RS (Serbia), MK (Former Yugoslav Republic of Macedonia) and Turkey (TR).

Growth performance and growth leaders

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Rata creterii medii anuale n UE n ceea ce privete performanele n inovare a atins 1,7% n perioada de opt ani (2006-2013) analizat i toate statele membre i-au mbuntit performana n materie de inovare. Portugalia, Estonia i Letonia sunt lideri ai creterii inovrii. Ratele de cretere cele mai slabe n materie de inovare au fost nregistrate n Suedia, Regatul Unit i Croaia.

Convergence in innovation performance - IUS 2013 Average annual growth rates as calculated over a five-year period. Total growth over this five-year period can be derived by multiplying the

average annual growth rate by 4. The dotted lines show EU27 performance and growth.

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Convergence in innovation performance

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Innovation performance differs between Member States and

these differences can become smaller (convergence) or

larger (divergence) over time. The bars show the degree of

sigma convergence. Lower (higher) degrees of sigma-

convergence reveal higher (lower) convergence. Sigma-

convergence occurs when the spread in innovation

performance across a group of economies falls over time.

This spread in convergence is measured by the ratio of the

standard deviation and the average performance of all EU

Member States.

Up until 2011 differences in innovation performance have

become smaller with a steady rate of convergence. But in

2012 the process of convergence reversed and differences in

countries innovation performance increased to a level

between that observed in 2008 and 2009. The results for this

year again show that innovation performance among

Member States is converging although the level of

convergence went back to the level of 2009.

Rezultatele din 2013 arat o convergen a performanelor inovrii n rndul statelor membre, dar procesul de convergen a ncetinit. Drept consecin, nivelul convergenei performanelor n materie de inovare a revenit la nivelul anului 2009.

The bars show the degree of sigma convergence.

Lower (higher) degrees of sigma-convergence reveal higher

(lower) convergence.

Annualised EU growth performance over 2006-2013

15

Tabloul de bord al inovrii n Uniunea European

2014: Romnia, pe locul 26 din 28

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Romania is a Modest innovator.

Innovation performance increased up until 2009 after which it has

fluctuated ever since.

Relative performance to the EU has worsened from being close to

50% in 2009 to 43% in 2013.

Romania is performing well below the average of the EU for

almost all indicators.

Very weak performance is observed for Non-EU doctorate

students and R&D expenditures in the business sector.

Romania performs similar to the EU for New doctorate graduates

and Knowledge-intensive services exports.

High growth in Romania is observed for Community designs,

Community trademarks, New doctorate graduates and International

scientific co-publications. Strong declines are observed Non-R&D

innovation expenditures, R&D expenditures in the business sector, Non-EU

doctorate students and Venture capital investments.

Tabloul de bord al inovrii n Uniunea European 2014:

Romnia, pe locul 26 din 28

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Regional Innovation Scoreboard (RIS) 2014

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The RIS covers 190 regions for 22 EU Member States

as well as Norway and Switzerland at different

NUTS levels.

The NUTS classification (Nomenclature of territorial

units for statistics) is a hierarchical system for

dividing up the economic territory of the EU and it

distinguishes between 3 different levels: NUTS1 captures major socioeconomic regions,

NUTS2 captures basic regions for the application of regional

policies and

NUTS3 captures small regions for specific diagnoses.

The most innovative regions are typically in the most

innovative countries

For most regions innovation has improved over

time

Drivers of regional innovation

Regional research and innovation potential through

EU funding

RIS 2014 Regional innovation and potential drivers of innovation:

correlation coefficients

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EU funding instruments for increasing regional research and innovation capacity. Innovation is at the heart of Europe

2020 policy objectives, yet there are significant differences in research and innovation capacity among the regions of Europe.

The Structural Funds (SFs) are an instrument of the EUs cohesion policy that aim to counterbalance these disparities by

investing especially in those regions that lag behind in performance. For this reason the EU cohesion policy introduced two

types of regional funding objectives. The SF Convergence objective (CON) covers the regions that have GDP per capita below

75% of the EU average and aim to accelerate the economic development in these regions. The Regional Competitiveness and

Employment objective (RCE) comprises all other regions above this threshold and seek to reinforce competitiveness,

employment and attractiveness of these regions.

Investiii n cercetare i dezvolare i redresare economic

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n general, statele membre care investesc prin

tradiie mai mult n cercetare, dezvoltare i educaie au fcut fa mai bine recentelor tulburri economice.

Investiiile n cercetare, dezvoltare i educaie cresc ansele de atenuare a impactului negativ al crizei, oferind totodat instrumentele propice unei reveniri mai

rapide atunci cnd are loc redresarea economic.

obiectivul de relansare a creterii economice i de mbuntire a bunstrii cetenilor europeni presupune adoptarea unui set combinat de politici care s influeneze ansamblul condiiilor-cadru pentru inovare i buna funcionare a pieelor de produse. Din nou, exist motive s credem c existena unor condiii cadru mai bune este legat de o redresare mai robust i o cretere economic mai accentuat pe termen lung. Coeficientul de corelaie semnificativ din punct de vedere statistic:

0,66 pentru PIB-ul cercetrii dezvoltarii. Dimensiunea cercului

reflect dimensiunea economiei (ca procentaj din PIB-ul UE).

Mediul de afaceri i redresarea economic

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Dimensiunea cercului reflect dimensiunea economiei (ca procentaj din PIB-ul UE).

Datele Eurostat sunt preluate din Indicatorii tiinifici i tehnologici. Condiiile-cadru sunt evaluate n funcie de clasamentul furnizat de Banca Mondial n raportul Doing Business.

O investiie medie pe 5 ani este utilizat ca indicator pentru investiiile anterioare, innd seama de stabilitatea relativ a cercetrii i dezvoltrii, msurat ca proporii (n raport cu PIB-ul).

Sursa: RAPORT AL COMISIEI CTRE PARLAMENTUL EUROPEAN,

CONSILIU, COMITETUL ECONOMIC I SOCIAL EUROPEAN I COMITETUL REGIUNILOR, Situaia Uniunii inovrii n 2011. Bruxelles, 2.12.2011, COM(2011) 849 final,

Coeficientul de corelaie semnificativ din punct de vedere statistic: 0,39 pentru mediul de afaceri.

Cercetarea romneasc n context: Cercetarea n PIB, Impactul economic al inovrii

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Comisia European analizeaz nu doar cheltuielile publice

pentru cercetare i procentul lor n PIB, ci i eficiena rezultatelor inovrii i a investiiilor n cercetare. Anii de criz au afectat finanarea cercetrii nu doar n Romnia, ci n majoritatea rilor Uniunii.

Cheltuielile publice pentru cercetare i dezvoltare, msurate ca parte a cheltuielilor naionale generale, s-au diminuat continuu ncepnd cu 2009, ajungnd la 1,47% din PIB

n 2011. Acum se afl la cea mai sczut valoare nregistrat din 2002 pana acum. n unele state, banii pentru cercetare s-au

redus, dei cheltuielile naionale au crescut.

Intensitatea R&D reprezint cheltuielile pentru

cercetare (private i publice, ale organizaiilor nonprofit, cheltuielile statului pentru educaie superioar, alte surse naionale, precum i banii venii din strintate). Acest indice a fost realizat cu date din 2009,

2010 i 2011 i se calculeaz ca procent din PIB. GBAORD Government budget appropriations or outlays for research and development

Romania - trend

Romania (3) - target

EU - trend

EU (2) - target

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

R&

D In

ten

sit

y (

%)

Romania - R&D Intensity projections, 2000-2020 (1)

EU: This projection is based on the R&D Intensity target of 3.0% for 2020.

RO: This projection is based on a tentative R&D Intensity target of 2.0% for 2020.

Cercetarea romneasc n context: Cercetarea n PIB,

Impactul economic al inovrii

23

0.64

4.32

0.94

15.3

386

9.2

1.6

0.65

2.01

2.77

35.1

0.21

4.00

0.64

11.6

491

6.3

1.6

0.74

1.25

2.01

25.3

0.03

0.38

0.04

6.2

165

2.8

0.6

0.43

0.29

0.72

19.8

0.12

0.15

0.01

6.2

118

2.0

0.9

0.29

0.19

0.48

Employment in knowledge intensive activities as % of total employment

Licence and patent revenues from abroad as % of GDP (4)

PCT patent applications per billion GDP (PPS)

PCT patent applications in societal challenges per billion GDP (PPS) (3)

Scientific publications within the top 10% most cited publications worldwide as % of total scientific publications of the country

International scientific co-publications per million population (2)

Researchers (FTE) per thousand labour force

New doctoral graduates (ISCED 6) per thousand population aged 25-34

Public R&D expenditure as % of GDP

Business enterprise expenditure on R&D (BERD) as % of GDP

R&D Intensity (Gross domestic expenditure on R&D (GERD) as % of GDP)

Romania Reference Group (BG+PL+RO+HR+TR) EU US

Cercetarea romneasc n context: Cercetarea n PIB, Impactul

economic al inovrii

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Basic metals

Chemicals & chemical products

Coke, refined petroleum, nuclear fuel

Construction

Electrical machinery & apparatus

Electricity, gas & water

Fabricated metal products

Food products, beverages & tobacco

Machinery & equipment

Medical, precision & optical instruments

Motor vehicles

Office, accounting & computing machinery

Other manufacturing & recycling

Other non-metallic mineral products

Other transport equipment

Wood, paper, printing & publishing

Radio, TV & communication equipment

Rubber & plastics

Textiles, leather & footwear

-8

-6

-4

-2

0

2

4

6

8

-6 -4 -2 0 2

BE

RD

Inte

nsity -

avera

ge a

nnual gro

wth

(%

), 1

995

-2006

Share of value added in total value added - average annual growth (%), 1995-2006

EU (1) - Share of value added versus BERD Intensity - average annual growth, 1995-2006

[t2020_20] - Gross domestic expenditure on R&D (GERD) -

% of GDP - 2011

25

GERD (Gross domestic expenditure on R&D) - a percentage of GDP. "Research and experimental development (R&D) comprise

creative work undertaken on a systematic basis in order to increase the stock of knowledge, including knowledge of man,

culture and society and the use of this stock of knowledge to devise new applications" (Frascati Manual, 2002 edition, 63 ).

[t2020_20] - Gross domestic expenditure on R&D

(GERD) - % of GDP 1995-2013

26

0.75 0.67

0.57 0.49

0.4 0.36 0.39 0.38 0.38 0.38 0.41 0.45

0.52 0.57 0.46 0.45 0.49 0.48

0.39

2

1.77 1.79 1.8 1.81 1.8 1.76 1.76 1.78 1.78 1.85

1.94 1.93 1.97 2.01 2.02

3

0

0.5

1

1.5

2

2.5

3

3.5

Gross domestic expenditure on R&D (GERD) - % of GDP

Inovarea i creativitatea - Antreprenoriatul soluie de

cretere economic

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Succesul n desfurarea activitii de inovare poate potena domeniul de antreprenoriat. n Romnia, prezena

precondiiilor necesare inovrii este slab, iar elementul de antreprenoriat care s le agrege acioneaz sporadic.

Literatura de specialitate identific un numr de civa factori care conduc la constituirea unui mediu de afaceri

favorabil inovrii: Factorii necesari unei afaceri moderne sunt: fora de munc educat i capitalul. La acetia se

adaug prezena spiritului ntreprinztor. Numrul companiilor active (sub 20 la 1000 de locuitori) este nc

sczut, fa de 45-50 pe 1000 de locuitori n UE, iar procesul de aliniere al reelelor de afaceri este nc n

desfurare. Imaginea ntreprinztorului este nc defavorabil, 57% in populaia consider c oamenii de afaceri

sunt toi sau, n majoritate, corupi. Numai 28.7% din populaie are un comportament pro-economie de pia.

Prezena cererii poteniale implic populaie tnr i educat, putere de cumprare i nivel de dezvoltare uman,

nclinaia ctre investiii a afacerilor.

Antreprenoriatul modern orientat ctre inovare presupune contientizarea nevoilor i recunoasterea oportunittilor,

managementul inovrii, adoptarea TIC, orientarea afacerilor ctre comer electronic. Parte a unei bogate literaturi, un studiu

OCDE (OCDE, 2003) arat c activitatea antreprenorial contribuie extensiv la inovare i adoptarea noilor tehnologii i,

n ultim instan la creterea productivitii. Noile tehnologii sunt de multe ori mai eficient implementate prin crearea de noi

ntreprinderi i restructurarea celor existente, ambii factori fiind puternic dependeni de mediul antreprenorial. Acesta la

rndul su necesit abordri moderne de gestiune a afacerilor, implicnd:

contientizarea nevoii de i a utilitii inovrii. Dup integrarea n UE i adoptarea EURO, politica valutar nu va

mai putea susine exportatorii locali. Cu exporturile de joas tehnologie, companiile romneti se vor confrunta cu

competiia acerb a rilor emergente ca urmare a costurilor reduse practicate de acestea, ca i cu riscul

delocalizrii ISD-urilor existente. Sub presiunea competitivitii interne i externe, companiile romneti vor fi

obligate s adopte strategii de afaceri bazate pe inovare pentru a putea supravieui.

Inovarea i creativitatea - Antreprenoriatul soluie de cretere economic

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management al inovrii bazat pe gestiunea intangibilelor, din ce n ce mai important astzi ca rezultat a

numeroi factori, cum ar fi dematerializarea industriei prelucrtoare i industrializarea serviciilor, ca

i acceptarea cunoaterii ca surs principal de avantaj competitiv, ca i pe nelegerea rolului forei de

munc nalt calificate i a relaiilor de munc participative

adoptarea TIC i practica de comer electronic:

Antreprenoriatul este corelat cu progresul tehnologic, cu crearea locurilor de munc i cu reducerea

inechitilor sociale sau cu problematica de mediu. Ca urmare a intensificrii globalizrii, a crescut

presiunea competitivitii la nivelul ntreprinderilor, ceea ce a determinat o cretere a productivitii

prin apelarea la noi tehnologii i inovarea proceselor. n plus, evoluiile din domeniul tehnologiei

informaiei i comunicaiilor au condus la crearea de noi piee, care au revoluionat procesele de

producie n multe sectoare economice: industrial i, n mod deosebit, cel al serviciilor.

Secretul antreprenorului pentru a crea valoare pe pia este aplicarea creativitii i a inovrii pentru

a rezolva problemele i pentru a exploata posibilittile cu care oamenii se confrunt n fiecare zi.

09/12/2014 29

Relatia de co-dependenta

Entrepreneurship leads innovation

Entrepreneurship and firm creation have long been recognised as vital forces driving innovation. Experience shows that interactions between innovation and entrepreneurship policies stimulate gains in productivity. The link between entrepreneurship policy and innovation is, by nature, indirect and co-dependent. By underpinning firm creation and firm expansion entrepreneurship and SME policies will strengthen innovation, while policies fostering innovation will tend to spur firm creation, as the results of R&D are commercialised.

Entrepreneurship policy is usually defined as aiming at the pre-start, start up and post-start up phase of the entrepreneurial process.

Its primary aim is to boost innovation and productivity growth and to make entrepreneurship a viable option for professional development. This calls for a set of organic conditions favouring peoples access to the nascent pre-start phase with consequent moves into the infancy and early stages of new firms.

Innovation Oriented Entrepreneurial Activity

09/12/2014 30

Innovation and entrepreneurship are closely connected.

J. Schumpeter (1934) argued that entrepreneurs distort the market equilibrium by introducing new product-market combinations or innovations which drive less productive firms out of the market and advance the production frontier. Whether entrepreneurs succeed in this way, or whether their innovations are copied by incumbents, the effect is the same, which is higher productivity and economic growth.

Global Entrepreneurship Monitor - GEM assesses innovation in entrepreneurial businesses by asking early-stage entrepreneurs and established business owner-managers to rate the novelty (or unfamiliarity) of their products or services relative to customers current experience. Each entrepreneur is asked to rate the degree of competition in the market that is faced by the business, specifically, whether he or she perceives that many, few, or no other businesses offer similar products or services.

Definiii i concepte folosite pentru procesele de

antreprenoriat i de inovare

MAPP, an I, MTT 2014-2015 31

Conceptul de ntreprinztor nu este un concept definit ntr-o manier general acceptat, totui prin cooperarea ntre OECD i Eurostat, n cadrul EIP (Entrepreneurship Indicators Programme / Programul Indicatorilor pentru Antreprenoriat) au fost elaborate definiiile i conceptele standard care stau la baza producerii i colectrii datelor statistice din diferite ri.

Antreprenori sunt persoanele (proprietari de afaceri) care urmresc s genereze valoare, prin iniierea i dezvoltarea de activiti economice, prin identificarea i exploatarea de noi produse, servicii i piee;

Activitatea antreprenorial este aciunea uman ntreprinztoare pentru obinerea generrii de valoare, prin crearea sau dezvoltarea activitii economice, prin identificarea i exploatarea de noi produse, servicii i piee;

Antreprenoriatul este fenomenul asociat activitii antreprenoriale.

Abordarea OECD-Eurostat combin mai multe definiii conceptuale cu indicatori empirici. Sistemul de indicatori dezvoltat prin programul EIP permite nelegerea i compararea tipurilor de antreprenoriat i a nivelului antreprenorial din diverse regiuni, prin abordarea complex a mai multor factori. Msurarea antreprenoriatului se face nu numai prin prisma manifestrii fenomenului antreprenorial, ci i prin cea a factorilor de influen. Aceti factori determinani acoper domenii precum: cadrul de reglementare, condiiile de pia, cultur sau accesul la finanare.

Structura sistemului de indicatori EIP - Factori

determinani

MAPP, an I, MTT 2014-2015 32

Factori determinani Aspecte referite

Cadrul de reglementare bariere administrative pentru nfiinarea unei firme, bariere administrative pentru

cretere, reglementri privind falimentul, reglementri privind sigurana, sntatea i

mediul, reglementri privind produsele, reglementri privind piaa muncii, instana i

cadrul legal, securitatea social, impozitarea veniturilor i taxele sociale, impozitarea

afacerilor i capitalului

Condiiile de pia legislaia anti-trust, concurena, accesul pe piaa autohton, accesul pe piaa extern,

gradul de intervenie public, achiziii publice , sistemul de brevete i standardizarea

Accesul la finanare accesul la mprumut, business angels, venture capital, alte tipuri de equity, piaa de

capital

Crearea i diseminarea

cunotinelor investiii n Cercetare - Dezvoltare, interfaa dintre mediul academic i industrie,

cooperarea tehnologic ntre firme, diseminarea tehnologiei, accesul la reele

broadband

Abiliti antreprenoriale instruirea i experiena antreprenorilor, educaia pentru afaceri i antreprenoriat,

infrastructura, imigraia Cultur atitudinea fa de risc n societate, atitudinea fa de antreprenoriat, dorina pentru

deinerea unei afaceri, educaie antreprenorial Inovarea, creativitatea, educaia i

cultura antreprenorial

educaie antreprenorial introdus n curricula colar din sistemul convenional de

nvmnt, mpreun cu programele de formare profesional continu, livrate de

organizaii publice sau private

Structura sistemului de indicatori EIP -

Indicatori ai performanei antreprenoriale

MAPP, an I, MTT 2014-2015 33

Firme rata natalitii firmelor, rata mortalitii firmelor, rata de cretere a numrului de

firme, rata de supravieuire a firmelor ntre 3-5 ani

Locuri de munc (ponderea firmelor cu cretere mare - ca numr de angajai), pondere gazele - ca

numr de angajai), rata acionariatului n startup-uri, angajarea n firme cu vrsta

ntre 3-5 ani

Bunstare ponderea firmelor cu cretere mare - din punct de vedere al cifrei de afaceri), pondere

gazele - din punct de vedere al cifrei de afaceri), valoarea adugat n firme mici sau

startup-uri, contribuia la productivitate a firmelor mici sau startup-uri, inovarea n

firme mici sau startup-uri, exportul realizat de firmele mici sau startup-uri

The OECD/EUROSTAT framework for

Entrepreneurship Indicators

34

- three separate but inter-connected flows, all of which are important in the formulation, assessment and appraisal of policy measures: determinants, entrepreneurial performance, and impact, where: determinants reflects the key factors that affect entrepreneurial performance; entrepreneurial performance reflects the target indictors that policy makers believe have an impact on some or many ultimate objectives (impacts).

Entrepreneurial performance measures the entrepreneurial actions that are instrumental in delivering the impacts. Given the multitude of possible impacts, it follows that there is also a multitude of entrepreneurial indicators. Different countries will therefore choose to focus on different indicators of performance depending on their policy objective (the value they wish to create).

- whilst it is recognised that entrepreneurship is about creating value through the identification and exploitation of new products, processes and markets it is also recognised that achieving indicators that measure exactly this phenomenon in a comparable way present formidable challenges for many countries.

Impact of Entrepreneurship

MAPP, an I, MTT 2014-2015 35

The major social and economic objectives related to entrepreneurship in the context of this framework have been identified as job creation, economic growth, poverty alleviation and the formalisation of the informal sector. Each of these objectives can be more precisely defined in terms of further specific objectives such as export growth or higher numbers of registered enterprises, self-employed, etc, which provide indicators for part or all of the more macro impact indicators.

Not all new firms are truly entrepreneurial (create value through the identification and exploitation of new products, processes or markets), nor, will all high-growth firms embody entrepreneurship. Moreover, in some cases the growth will not reflect entrepreneurship at all, and indeed, it may reflect the very antithesis of entrepreneurship, for example, firms in monopoly positions can experience rapid growth that is unrelated to entrepreneurship.

Entrepreneurial Performance Indicators

Indicators that proxy the essence of entrepreneurship

and entrepreneurs

MAPP, an I, MTT 2014-2015 36

employer enterprise birth rates - the number of new business creations with employees

rates of high-growth firms based on employment growth;

rates of high-growth firms based on turnover growth;

Gazelle rates based on employment - rate of young high-growth firms based on employment;

Gazelle rates based on turnover - rate of young high-growth firms based on turnover; and

employer enterprise death rates.

Determinants of Entrepreneurship

MAPP, an I, MTT 2014-2015 37

the factors affecting entrepreneurship: opportunities, skilled people and resources. These three factors are all affected by

two important factors (themes): the surrounding regulatory framework and culture.

Resources reflect access to capital, R&D and technology. These are the factors that are important to entrepreneurs and

entrepreneurship in general. Indeed many studies on entrepreneurship highlight capital as one of the most critical factors

for success (EU, 2003). Capital covers all phases of business life, from access to early seed funds to access to the stock

markets. R&D creates new inventions that the entrepreneur and entrepreneurial businesses can turn into new products or

processes. The R&D should be understood as a resource that can be created or purchased, whether directly or in an

embodied or diffused form.

Skilled people in this context relates to the capabilities of the entrepreneur and access to other capabilities within the

entrepreneurial infrastructure. In other words, the entrepreneurial capabilities include the human and social capital of

the entrepreneurs. Entrepreneurial firms can exist without an entrepreneur at the helm, reflecting the entrepreneurialism

of employees but this is not currently an explicit determinant that is being developed as part of this framework but may

be included in later versions.

Opportunities are created by the market conditions in the country. These market conditions include public involvement

in markets, competition in the markets, access to foreign markets, procurement regulation and so on. Entrepreneurship

happens within a regulatory framework, which affects performance. A combination of opportunity, capabilities and

resources does not necessarily lead to entrepreneurship if opportunity costs (e.g. forgone salary and loss of health

insurance) and start-up costs outweigh the potential benefits. Since in this event, a rationale, potential entrepreneur will

not pursue the opportunity and will not create value through a new product, process or market. Finally, culture affects

all parts of the model and is included as the final factor in the framework. Culture influences an entrepreneur.s

behaviour, attitudes, and overall effectiveness and, moreover, is often unnoticed by the entrepreneur. In this framework,

culture comprises each individuals assumptions, adaptations, perceptions and learning. Entrepreneurship is also affected

by basic macroeconomic conditions. High unemployment, for instance, might be expected to increase the share of

individuals motivated to become entrepreneurs. Despite their obvious importance for entrepreneurship however, these

conditions are currently excluded from this framework. Summarizing, six themes (access to capital, access to R&D &

technology, capabilities, market conditions, regulatory framework and culture) describe the determinants affecting

entrepreneurial performance

MAPP, an I, MTT 2014-2015 38

Global Entrepreneurship Monitor - Fifteen Years Of

Assessing Entrepreneurship Across The Globe - GEM 2013

MAPP, an I, MTT 2014-2015 39

Global Entrepreneurship Monitor 2013 (published in

2014)

Throughout the world, shifts in population demographics,

technological change, fluctuating economies and other

dynamic forces have transformed societies as never before,

bringing new challenges and opportunities to the forefront.

Among the responses to these shifting forces is an increased

emphasis on entrepreneurship by governments, organizations

and the public.

While entrepreneurship may not be a panacea, it can surely be

part of the solution. Yet, growth for growths sake alone is not

enough. Economic growth through entrepreneurship needs

to address issues of inclusiveness and ensure these efforts

advance societal well-being.

GEM focuss

MAPP, an I, MTT 2014-2015 40

To measure differences in the level of entrepreneurial activity among countries

To uncover factors determining national levels of entrepreneurial activity

To identify policies that may enhance the national level of entrepreneurial activity.

Traditional analyses of economic growth and competitiveness have tended to neglect the role played by new and small firms in national economies. GEM takes a comprehensive approach and considers the degree of involvement in entrepreneurial activity within a country, identifying different types and phases of entrepreneurship.

The importance of entrepreneurship for economic development Business entrepreneurs drive and shape innovation, they speed up structural changes in the

economy, and they introduce new competition, thereby contributing to productivity.

Social entrepreneurs perform a similar function in the social economy, filling gaps in social needs that are left unfilled or poorly addressed by both business and governments.

As an economy develops, the level of necessity-driven entrepreneurial activity gradually declines as productive sectors grow and supply more employment opportunities.

At the same time, opportunity-driven entrepreneurial activity tends to pick up with improvements in wealth and infrastructure, introducing a qualitative change in overall entrepreneurial activity.

The Entrepreneurship Process

41

MAPP, an I, MTT 2014-2015 42

MAPP, an I, MTT 2014-2015 43

Global Entrepreneurship Monitor

MAPP, an I, MTT 2014-2015 44

GEM takes a comprehensive snapshot of entrepreneurs around the world, measuring the attitudes of a population and the activities

and attributes of individuals participating in various phases of this activity. The study also considers the aspirations of these

entrepreneurs regarding their businesses, along with other key features of their ventures.

The primary measure of entrepreneurship used by GEM is the Total Early-stage Entrepreneurial Activity (TEA) Index,

which gauges the level of dynamic entrepreneurial activity in an economy by considering the incidence of start-up businesses

(nascent entrepreneurs) and new firms (up to 3.5 years old) in the adult population (i.e. individuals aged 1864 years).

GEM makes the distinction between different types of entrepreneurship and how these contribute to economic growth and job

creation. Individuals who start businesses in response to a lack of other options for earning an income are deemed to be

necessity entrepreneurs, while those who start businesses with the intention to exploit an opportunity are identified as

opportunity entrepreneurs. The latter may include individuals who aim to maintain or improve their income, or to enhance

their independence.

the proportion of necessity-driven entrepreneurs-people starting businesses because they felt they had no other choice-increased

and attitudes towards entrepreneurship as a career choice improved in half of the wealthier countries in GEM.

- is framed around a model, that includes a distinction among phases of economic development, in line with Porters typology of

factor driven economies, efficiency-driven economies and innovation-driven economies

The Entrepreneurship Process

MAPP, an I, MTT 2014-2015 45

According to the WEF classification, the factor-

driven phase is dominated by subsistence

agriculture and extraction businesses, with a heavy

reliance on (unskilled) labour and natural resources.

The focus of development efforts tends toward

building a sufficient foundation of basic

requirements.

In the efficiency-driven phase, an economy has

become more competitive with further development

accompanied by industrialisation and an increased

reliance on economies of scale, with capital-

intensive large organisations more dominant. This

phase is generally accompanied by improved (and

improving) basic requirements, and attention is

then directed toward developing the efficiency

enhancers. As development advances into the

innovation-driven phase, businesses are more

knowledge-intensive, and the service sector

expands. While entrepreneurship and innovation

factors are more dominant in this phase, it must be

noted that these conditions rely on a healthy set of

basic requirements and efficiency enhancers.

Entrepreneurship in .

MAPP, an I, MTT 2014-2015 46

Efficiency-Driven Economies

As the industrial sector develops, institutions start to emerge to support further industrialization and the build up of scale in the pursuit of higher productivity through economies of scale.

Typically, national economic policies in scale intensive economies shape their emerging economic and financial institutions to favor large national businesses.

As increasing economic productivity contributes to financial capital formation, niches may open in industrial supply chains that service these national incumbents. This, combined with the opening up of independent supplies of financial capital from the emerging banking sector, would spur opportunities for the development of small scale and medium-sized manufacturing sectors.

Thus, in a scale-intensive economy, one would expect necessity-driven industrial activity to gradually fall and give way to an emerging small scale manufacturing sector.

Innovation-Driven Economies

As an economy matures and its wealth increases, one may

expect the emphasis in industrial activity to gradually shift

toward an expanding service sector that caters to the needs

of an increasingly affluent population and supplies the

services normally expected of a high-income society. The

industrial sector evolves and experiences improvements in

variety and sophistication. Such a development would be

typically associated with increasing research &

development and knowledge intensity, as knowledge-

generating institutions in the economy gain momentum. This

development opens the way for the development of

innovative, opportunity-seeking entrepreneurial activity

that is not afraid to challenge established incumbents in the

economy. Often, small and innovative entrepreneurial firms enjoy an innovation productivity advantage over large incumbents, enabling

them to operate as agents of creative destruction. To the extent that the

economic and financial institutions created during the scale-intensive

phase of the economy are able to accommodate and support

opportunity-seeking entrepreneurial activity, innovative entrepreneurial

firms may emerge as significant drivers of economic growth and wealth

creation.

The GEM model

MAPP, an I, MTT 2014-2015 47

entrepreneurship is a complex phenomenon which spans a variety of contexts. In line with its objectives, GEM takes a broad view of entrepreneurship and focuses on the role played by individuals in the entrepreneurial process.

entrepreneurship is a process.

GEM observes the actions of entrepreneurs who are at different stages of the process of creating and sustaining a business. For GEM, the payment of any wages for more than three months to anybody, including the owners, is considered to be the birth event of actual businesses. Individuals who are actively committing resources to start a business that they expect to own themselves, but who have not reached this birth event are labeled nascent entrepreneurs.

Individuals who currently own and manage a new business that has paid salaries for more than three months but not more than 42 months are known as new business owner-managers. The cut-off point of 42 months has been made on a combination of theoretical and operational grounds.

The prevalence rate of nascent entrepreneurs and new business owner-managers taken together may be viewed as an indicator of early-stage entrepreneurial activity in a country. It represents dynamic new firm activity - the extent of experimentation in new business models by a national population.

Established business owners own and manage an established business that has been in operation for more than 42 months. Their businesses have survived the liability of newness. High rates of established business ownership may indicate positive conditions for firm survival. However, this is not necessarily the case. If a country exhibits a high degree of established entrepreneurship combined with low degree of early stage entrepreneurial activity, this indicates a low level of dynamism in entrepreneurial activity.

Entrepreneurial attitudes

MAPP, an I, MTT 2014-2015 48

Entrepreneurial attitudes are important because they express the general feelings of the population toward entrepreneurs and entrepreneurship. Countries need people who can recognize valuable business opportunities, and who perceive they have the required skills to exploit these opportunities. Moreover, if national attitudes toward entrepreneurship are positive, this will generate cultural support, help, financial resources, and networking benefits to those who are already entrepreneurs or want to start a business.

For example, the extent to which people think there are good opportunities for starting a business, or the degree to which they attach high status to entrepreneurs, might be termed entrepreneurial attitudes.

Other relevant attitudes might include the level of risk that individuals might be willing to bear and individuals perception of their own skills, knowledge, and experience in business creation.

Entrepreneurial attitudes can influence entrepreneurial activity but can also be influenced by entrepreneurial activity.

For example, the legitimacy of entrepreneurship in a society, as expressed in positive entrepreneurial attitudes, can be influenced by whether people know anyone who has started a business recently.

This can be a function of both levels of entrepreneurial activity and social networking activity in the society. Individuals who know other individuals who recently started a business may, through familiarity with the process, be more likely to see it as legitimate.

Perceived Opportunities and Capabilities

The first step in the entrepreneurship process occurs when people perceive favourable business opportunities in their

area. These individuals may or may not have considered becoming an entrepreneur before identifying an

opportunity.

People may also be encouraged by the belief they have the necessary capabilities to successfully start a venture. Yet

even if they perceive opportunities and believe they have the skills necessary for entrepreneurship, fear of failure

may prevent them from actually starting a business.

MAPP, an I, MTT 2014-2015 49

Entrepreneurial activity

MAPP, an I, MTT 2014-2015 50

- is best seen as a process rather than an event. That is why GEM measures entrepreneurial intentions, nascent, new, and

established business activity, and business discontinuation activity.

- can take on many forms, but one important aspect is the extent to which people in a population are creating new

business activity, both in absolute terms and relative to other economic activities, such as business closure.

Within the realm of new business activity, different types of entrepreneurial activity can be distinguished. For example, business

creation may vary by industry sector, by the size of the founding team, and by whether the new venture is legally independent

of other businesses, and in terms of founder demographics, such as gender, age, or education.

Entrepreneurial aspiration

MAPP, an I, MTT 2014-2015 51

- reflects the qualitative nature of entrepreneurial activity. For example, entrepreneurs differ in their aspirations to introduce new products, new production processes, to engage with foreign markets, to develop a significant organization, and to fund growth with external capital. These aspirations, if they are realized, can significantly affect the economic impact of these entrepreneurial activities.

Product and process innovation, internationalization, and ambition for high growth are regarded as hallmarks of ambitious or high-aspiration entrepreneurship.

Termeni pentru caracterizarea activitii

antreprenoriale n rndul populaiei adulte

MAPP, an I, MTT 2014-2015 52

Intreprinztorii n formare sunt cei care planific activ demararea unei afaceri. Aceti ntreprinztori au ntreprins aciuni concrete n ultimele 12 luni pentru a porni a nou afacere pe care singuri sau mpreun cu alii o vor deine. Activitile precum organizarea unei echipe, cutarea unor echipamente, economisirea unor sume pentru demarare sau pregtirea unui plan de afaceri pot fi considerate ca activiti ntreprinse pentru demararea unei afaceri. Aceste afaceri nu au efectuat pli de salarii sau orice alte pli ctre proprietar n ultimele trei luni.

Proprietarii de firme noi sunt acei ntreprinztori care dein i administreaz o firm n funciune care a pltit salarii sau a efectuat orice alte pli ctre proprietari pe o perioad ntre patru i 42 de luni. Aceste firme au fost demarate de o perioad mai mic de 42 de luni.

ntreprinztorii n stadiu incipient cuprind att ntreprinztorii n formare, ct i ntreprinztorii de firme noi.

Proprietarii de firme consacrate sunt acei ntreprinztori care dein i administreaz o firm care a pltit salarii sau a efectuat orice alte pli ctre proprietari pentru o perioad mai mare de 42 de luni

MAPP, an I, MTT 2014-2015 53

Entrepreneurial

Attitudes and

Perceptions in the

GEM Countries in

2013 by Geographic

Region (% of

population aged 18-64)

MAPP, an I, MTT 2014-2015 54

MAPP, an I, MTT 2014-2015 55

MAPP, an I, MTT 2014-2015 56

Entrepreneurial

Activity in the 69

GEM Countries

in 2013, by

Geographic

Region

MAPP, an I, MTT 2014-2015 57

Total Early-Stage Entrepreneurial Activity by phase of economic development (TEA)

The central measure of GEM is the Total Entrepreneurial Activity (TEA) rate,

which consists of the percentage of individuals aged 18 64 years in an economy who are in the

process of starting or are already running new businesses. The TEA rate therefore includes both

nascent and new entrepreneurs.

Business Discontinuance

MAPP, an I, MTT 2014-2015 58

The rate of business discontinuance generally declines as economic

development increases. Factor-driven economies have higher levels of

entrepreneurship activity, so it would make sense that this would be

accompanied by more discontinuance. However, when TEA rate is

taken into account, there is still a higher discontinuance rate per

entrepreneur in the factor-driven economies. In the Sub-Saharan

Africa and MENA regions, which show the highest and lowest

regional TEA rates respectively, there are high rates of discontinuance

relative to TEA in both regions.

There are a number of reasons for discontinuing a business:

the most prevalent among all geographic regions relate to problems

obtaining financing and the business not being profitable.

Compared to other regions, problems with financing were less an

issue in Asia. However, it was identified as the key issue in business

stops in Sub-Saharan Africa. In the USA and EU, individuals cited

other jobs or business opportunities more often than those in other

regions as a reason for business discontinuance these are generally

considered more positive causes.

Entrepreneurial employee (EEA) in 2013 by phase of economic development

59

3 indicators measuring national attitudes to entrepreneurship

MAPP, an I, MTT 2014-2015 60

The first one assesses the percentage of inhabitants who feel that in their country, starting a new business is considered a desirable career choice. As economies develop, more employment opportunities open up.

The second indicator describes how the inhabitants feel about entrepreneurs that are successful: Do they receive a high status or are they generally not seen as role models within the society? On average, most people (close to three-quarters of working age adults) feel that successful entrepreneurs have high status. Even though overall there is a mildly positive correlation between these two measures, they do not always match. In some countries, perception of new business creation as a good career choice is accompanied with low status for successful entrepreneurs. This is the case for Croatia and the Kingdom of Tonga. Finland displays the reverse results: Here successful entrepreneurs receive high status but a minority of people would agree that starting a new business is seen as a good career choice.

The third indicator relates to the popularity of entrepreneurship and asks for respondents opinions on the media coverage for new businesses in the country. In some countries, deliberate media campaigns are underway to promote entrepreneurship, while in others, there appears to be little media activity. Among innovation-driven countries, Belgium and Denmark scored low here in 2009, while Finland, Norway and the United Arab Emirates scored high.

Antreprenoriat i creativitate

MAPP, an I, MTT 2014-2015 61

Secretul antreprenorului pentru a crea valoare pe pia este aplicarea creativitii i a inovrii pentru a rezolva problemele i pentru a

exploata posibilittile cu care oamenii se confrunt n fiecare zi. Creativitatea este capacitatea de a rezolva noi idei i de a descoperi noi

moduri de a privi problemele i oportunitile; desemneaz capacitatea de a descoperi soluii noi i originale, de a inventa metode i

procedee noi, de a formula ipoteze verosimile, de a propune explicaii inedite.

Inovarea este capacitatea de a aplica solutii creative la aceste probleme i oportuniti pentru a consolida sau de a mbogi vietile

oamenilor. Spiritul antreprenorial este rezultatul unui, proces sistematic disciplinat de aplicare a creativitatii si inovrii la nevoile si

oportunitatile de pe pia. Probabilitatea de a gsi soluia unei probleme crete o dat cu calitatea ideilor pe care le-a suscitat problema

respectiv. Fenomenul creativitii trebuie analizat ntr-o tripl ipostaz: de proces (mecanism psiho-intelectual care duce la creaie), ca

produs (rezultat materializat al activitii de creaie), ca subiect (personalitate creatoare sau organizaii care creeaz):

Ca proces Creativitatea este procesul prin care se focalizeaz ntr-o sinergie de factori (economici, sociali, organizatorici) si care se

finalizeaz ntr-o idee sau produs nou, original cu sau fr utilitate sau valoare social; se concretizeaz ntr-o combinare de elemente

cunoscute n cadrul unui nou aranjament sau unei structuri imprevizibile i originale.

Ca produs Creativitatea desemneaz o noutate (creaie original cu valoare util pentru societate) Produsul creativitii este cu att mai

valoros cu ct aria de aplicare este mai general. In legtur cu produsele creaiei se vehiculeaz mai muli termeni expui n figura 1

mpreun cu semnificaiile lor (ntre aceti termeni exist o diferen de nivel i nu de structur, toi, se refer ns la modelul creativitii).

Produsul creativitii este cu att mai valoros cu ct aria sa de cuprindere este mai larg.

Ca subiect Creativitatea relev capacitatea de a descoperi soluii noi i originale, de a inventa metode i procedee noi, de a formula

ipoteze verosimile, de a propune explicaii inedite; creativitatea presupune un ansamblu de aptitudini i factori comportamentali i

motivaionali care determin un anumit potenial creativ i desemneaz capacitatea de a descoperi soluii noi originale de a inventa metode

noi , de formula ipoteze verosimile, a propune aplicaii inedite.

Creativitatea reprezint o form de rezolvare a problemelor sub aspectul tipului de probleme pe care le rezolv; aceasta contribuie la

rezolvarea unor probleme noi, vag sau imprecis definite (ru definite) spre deosebire de problemele bine definite care pot fi rezolvate

prin procedee algoritmice. Rezolvarea unei probleme bine definite pe cale obinuit presupune aplicarea unor cunotine precise, urmnd un

anumit algoritm; spre deosebire de aceast situaie n mod creativ a unei probleme ru-definite face apel la mecanisme mai subtile i

complexe de natur psihologic.

MAPP, an I, MTT 2014-2015 62

Dezvoltarea culturii

antreprenoriale

Romania trebuie sa dezvolte o noua generatie de antreprenori cu abilitati caracteristice precum responsabilitate, spontaneitate, adaptabilitate, clarviziune, initiativa si spirit managerial, care le permite sa identifice si sa implementeze strategii adecvate patrunderii si mentinerii pe piata.

Aceste abilitati personale trebuie sa fie cultivate incepand cu scoala primara si dezvoltate la nivel superior, in licee si facultati.

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Tem de discuie: Antreprenorii vorbesc. Barometrul

percepiei asupra mediului antreprenorial Romnia

MAPP, an I, MTT 2014-2015 63

1. Motorul creterii economice antreprenoriatul. Antreprenorii joac un rol crucial n determinarea viitorului prosperitii n mediul de

afaceri romnesc. Avnd n vedere faptul c multe ari se afl sub spectrul ntoarcerii n recesiunie, crearea de noi afaceri reprezint

factorul care va facilita creterea economiei i a ratei de anagajare a forei de munc. Acest raport nu se concentreaz doar pe ceea ce pot

face guvernele, ci evideniaz o serie de aspecte pe care antreprenorii trebuie s le ia n considerare pentru a beneficia de oportunitaile

prezente n mediul economic n care funcioneaz. Succesul antreprenorial al unei ari va fi determinat de numrul antreprenorilor care

lanseaz afaceri n ara respectiv i a succesului afacerilor pe care acetia le creeaz.

2. Antreprenorul ca agent al schimbrii. Antreprenorul este acea person care lanseaz o afacere sau accelereaz succesul acesteia. n

opinia economistului J. Schumpeter, antreprenorul este o pies central a dezvoltrii capitalismului, deoarece creeaz noi produse, noi

metode de producie, noi piee i noi forme de organizare, acionand astfel ca agent al schimbrii. Nu n ultimul rnd, antreprenorul este

acea persoan care angreneaz o serie de factori ce stimuleaz creterea economic. Aceti factori includ testarea tehnologilor inovative,

oferirea de oportuniti pentru tineri, combaterea srciei i impactul pozitiv n societate. Un alt factor cheie care este probabil cel mai

important n acest climat economic este crearea de locuri de munc. Intreprinderile mici i mijlocii care sunt alctuite din mai puin de

250 angajai genereaz, n medie, dou-treimi din numrul total de angajai n rile OECD, avnd astfel un aport semnificativ n

economiile acestor ari.

2.1 Cultura antreprenorial. Crearea unei culturi antreprenoriale sntoase este fundamental pentru antreprenori. Cercetrile derulate n

acest domeniu arat c inovaia reprezint un factor cheie pentru o cultur organizational de success. Inovaia se afl n strans legatur

cu atitudinea antreprenorului cu privire la experimentare i risc. Studiile de asemenea mai arat c acelor ari care se consider a fi

puternic antreprenoriale le este asociat cu un grad ridicat de toleran i ntelegere a eecului n afaceri, deseori aceste situaii fiind

percepute ca oportunitai de a nvaare. Povetile de success de asemenea rmn un aspect foarte important: rile care formeaz un mediu

antreprenorial puternic fac eforturi mai mari n privina promovrii povetilor antreprenoriale de success n universiti i n media. n

climatul economic curent al incertitudinii, n care rata omajului se ridic la cote mari att n USA ct i n trile europene, antreprenorii

sunt de prere c cea mai bun metod de a promova antreprenoriatul este prin evidenierea rolului pe care acesta l are n crearea de

locuri de munc.

Tem de discuie: Antreprenorii vorbesc. Barometrul percepiei asupra mediului

antreprenorial Romnia

MAPP, an I, MTT 2014-2015 64

2.3. Globalizarea. mpotriva preocuparilor curente cu privire la economia global, precum i unele semne de tendine protecioniste, exist

puine dubii cu privire la faptul c globalizarea va continua, n mare parte datorit legturilor comerciale i ale altor arii de interes care sunt

greu de neglijat. Ba mai mult, investiile interfrontaliere pe termen lung i migrarea forei de munc consolideaz tendina general de

globalizare. Acest lucru va continua s creeze oportuniti tot mai mari pentru antreprenori. Proprietarii de IMM-uri sunt deseori stimulai s

gndeasc i s acioneze dincolo de graniele rilor lor dinamiznd astfel exporturile i beneficiind tot mai mult de pe urma oportunitailor

generate de lanul international de furnizori i clieni pentru a avea succes. Acest lucru este valabil ntr-un mod special atunci cnd nivelele

de venit dintre ri i perpectivele de cretere difer.

3. Cultura antreprenorial. O cultur antreprenorial solid este fundaia unei economii dinamice. Ea reflect felul n care climatul social al

unei ari susine ideile i iniiativele antreprenoriale precum i felul n care poate s direcioneze tinerii spre o carier n afaceri prin

mbuntirea abilitiilor lor. O cultur antreprenorial solid este caracterizat de un grad ridicat de toleran pentru eec i recunoaterea

rolului crucial pe care antreprenorii l au n crearea de locuri de munc.

Cultura antreprenorial a unei ri depinde de o varietate de factori. nelegnd legatura dintre cultura antreprenorial i inovaie, probabil

cel mai important aspect este faptul c o cultur antreprenorial este, n mod simbolic, solul n care ncoleste smna inovaiei. Cercetarea

joac un rol important n propulsarea inovaiei, astfel c o cultur antreprenorial este caracterizat de cercetare de nalt calitate. Trecnd

dincolo de aspectul teoretic al cercetrii, culturile antreprenoriale genereaz metode prin care ideile devin realitate. O astfel de cultur

promoveaz activitatea antreprenorial i prezint oportunitaiile entuziasmante celor care urmeaz o carier n antreprenoriat.

Cultura antreprenorial este foarte dinamic n particular n pieele care experimenteaz o dezvoltare rapid. Cu toate acestea, activitatea

inovativ n aceste piee este scazut n comparaie cu pieele mature care prezint o concentraie mai ridicat de cercetatori avansai. n timp

ce antreprenoriatul a transformat nenumarate viei n diferite ri, de multe ori tinerii nu sunt contieni de faptul c antreprenoriatul

reprezint o posibilitate extraordinar n privina carierei. Acest lucru este adevrat cu precdere n cazul tinerelor i al persoanelor care fac

parte din grupuri marginalizate. Unele culturi percep eecul ca pe un lucru ruinos i nicidecum ca pe o posibilitate de a nvare ce poate s

formeze i s mbunteasc iniiativele antreprenoriale ulterioare. Antreprenorii care au depit aceste bariere i provocri servesc ca

exemple demne de urmat. ncurajm guvernele s gseasc modaliai prin care s asigure o platform public de promovare a acestor

poveti de success.

Informaii cheie: Inovaia este un factor cheie ce mbuntete cultura antreprenorial a unei ri. Economiile care au culturi

antreprenoriale puternice sunt mai tolerante la eecul n afaceri i nu percep acest lucru ca pe o barier n calea succesului ci ca pe o

oportunitate de a nva. rile care au o cultur antreprenorial puternic promoveaz mult mai intens povetile de succes n universiti i

n media. Antreprenorii cred c cea mai eficienta metod de promovare a antreprenoriatului este s evidenieze pe rolul pe care acetia l au

n creearea de locuri de munc. Acest lucru este valabil n mod special n pieele care experimenteaz dezvoltare rapid.

Tem de discuie: Antreprenorii vorbesc. Barometrul percepiei asupra mediului

antreprenorial Romnia

MAPP, an I, MTT 2014-2015 65

4. Inovaia, catalizator al dezvoltrii culturii antreprenoriale. Produsele noi i inovative dezvoltate de antreprenori mbuntesc imaginea antreprenoriatului n

societate. Antreprenorii spun c inovaia a avut impact nu doar asupra percepiei despre antreprenoriat n ultimii cinci ani ci este de ateptat ca aceast tendin s

continue s aib un rol pozitiv i n cazul politicilor de promovare a creterii pe termen lung n urmtorii trei ani. Antreprenorii sunt de asemenea responsabili de

testarea fezabilitii ideilor noi i inovative. Aceste idei pot s fie generate de activitaiile de cercetare i dezvoltare derulate de companii i universiti, uneori

necesitnd testri de pia adiionale. Numrul persoanelor implicate n cercetare i dezvoltare, precum i numrul de articole tiinifice produse, sunt deopotriv

indicatori de folos n mediul pentru cercetare i inovaie. Relaia dintre cele dou aspecte evideniaz nivelul eficienei n cadrul cercetrii i inovaiei, care

reprezint n parte o reflexie a culturii antreprenoriale.

Recomandri pentru antreprenori! S contribuie la mbuntirea culturii antreprenoriale n ara lor prin promovarea propriei poveti de succes. S

contabilizeze victoriile fie ele mici sau mari i s le fac cunoscute n reeaua lor i n rndul potenialilor investitori. n acelai timp, este important s nu le

fie fric de eec. Chiar dac eecul este perceput ntr-un mod negativ n societatea din care fac parte, acetia trebuie s ia n considerare faptul c muli ali

antreprenori care ntr-un final au experimentat succesul, percep eecurile anterioare ca pe oportuniti din care au nvat i care au facilitat succesul ulterior. Cu

aceast atitudine, muli antreprenori s-au ridicat deasupra contextului cultural (negativ) n care activeaz i au reuit s creeze lucruri extraordinare. S ia n

considerare cultura antreprenorial local cnd sunt confruntai cu decizia de a se extinde global. Pe lang logistic, resurse umane i costurile de extindere n alte

ri, este crucial ca antreprenorii s ia n considerare cultura careia urmeaz s i se adreseze. ntr-o cultur antreprenorial este inoculat o mentalitate mai

inovativ n rndul angajailor i acest lucru va creea o pia superioar pentru ofertele inovative.

5. Educaie i training pentru antreprenori. Educaia este un aspect fundamental n crearea de noi afaceri. Capacitatea de a recunoate oportunitaile

comerciale precum i abilitatea de a le aborda sunt aspecte eseniale n educaia antreprenorial. n acest sens este important s abordm discipline care servesc

cu precdere mediul afacerilor: marketing, finane, sistemele informatice i management. Opinia general cu privire la educaia antreprenorial difer n rndul

antreprenoriilor din pieele mature i cei care activeaz n pieele n curs de dezvoltare. Aproximativ 80% din antreprenorii care activeaz n economiile care se

dezvolt rapid sunt de parere c studenii au nevoie de training-uri specifice pentru a deveni antreprenori, n timp ce antreprenorii care activeaz n economiile

mature sunt mai puin convini de acest fapt (59%). O privire atent asupra percepiei n economiile mature dezvaluie faptul c n Australia, Canada, U.S.A i

Marea Britanie, mai puin de 50% din antreprenori cred c studenii trebuie s urmeze stagii de training. Accentul pus pe training reflect prerea antreprenorilor

c eecul n afaceri este deseori cauzat de lipsa abilitilor de a conduce o afacere. Studiile arat c antrepenorii sunt de prere c lipsa abilitilor antreprenoriale

reprezint al doilea motiv ca importan n ceea ce privete eecul, fie n comunitatea afacerilor fie n societate n general.

Informaii cheie: Pieele care experimenteaz dezvoltare rapid prezint interes pentru training. Aproximativ 80% sunt de parere c studenii ar trebui s

urmeze programe specifice de training pentru a deveni antreprenori. Datorit faptului c un antreprenor trebuie s i dezvolte o palet larg de abiliti, educaia

antreprenorial trebuie s includ o varietate de discipline, nu doar discipline care in strict de studiul afacerilor. mprtirea povetilor de succes a tinerilor

antreprenori va avea un impact pozitiv asupra modului n care vor fi percepute carierele n antreprenoriat.

Recomandri pentru antreprenori! S inspire studenii prin imprtirea propriei poveti de succes. Pentru a pune antreprenoriatul ntr-o lumin pozitiv ca

pe o alternativ n carier demn de luat n seam studenii trebuie s vad mai multe exemple de success pe care s le urmeze. S dezvolte proiecte care s

conecteze afacerile locale cu antreprenorii tineri. Fie c un tnr aspira s i lanseze propria afacere sau este interesat s ctige experien n cadrul unui IMM,

stagiile de practic sunt oportuniti extraordinare pentru a gsi experien motivaional. S urmeaze programe de training specific dedicate antreprenoriatului

atunci cnd fac tranziia de la un climat corporatist la unul antreprenorial. Exist o serie de alternative disponibile celor care sunt gata s fac tranziia de la

statutul de angajat la statutul de proprietar de afacere. ntr-o msur tot mai mare, informaile eseniale n aceast privin se pot gsi online.

Tem de discuie: Antreprenorii vorbesc. Barometrul percepiei asupra mediului

antreprenorial Romnia

MAPP, an I, MTT 2014-2015 66

6. Accesul la finanare al afacerilor antreprenoriale. Accesul la finanare este n continuare una din cele mai semnificative provocri atunci

cnd vine vorba de crearea, creterea i supravieuirea IMM-urilor, ntr-un mod special a celor inovative. ntr-un studiu care a cuprins 1001

antreprenori, dou-treimi au fost de prere c accesul la finanare pentru antreprenorii tineri este dificil. Odat cu presiunea datoriei publice i

riscurile mprumuturilor bancare, antreprenorii se orienteaz spre business angels ca alternativ de finanare. Accesul la finanare n primele

faze ale afacerii, fie din partea unui business angel sau a unui venture capitalist, poate s reprezinte un pas crucial n procesul de cretere al

afacerii. Aproximativ 2/3 din antreprenorii care au accesat o astfel de finanare au reuit s realizeze performane cel puin egale, unii chiar

mbuntindu-i considerabil afacerile n ultimii cinci ani. Acest mecanism de finanare pare s fie tot mai atrgtor datorit accesului uor la

finanare i al riscului redus pe care o astfel de finanare l prezint. Iniial creat n SUA, aceast abordare de investiie prin cumprare de

aciuni devine din ce n ce mai rspndit i n economiile mature. Aceti business angels sunt de obicei persoane cu o situaie financiar

foarte bun care sunt disponibili s investeasc n afaceri noi, de obicei n schimbul unui procent din aciunile afacerii. n Europa, ntre 2005 i

2009, numrul finanrilor de acest fel a crescut cu 100% n principal datorit expansiunii reelei de business angels. Cererea ridicat de finanare n fazele

iniiale ale afacerii, precum i numrul tot mai mare de business angels, sunt dovad a faptului c aceast metod de finanare devine din ce n ce mai

popular i n Europa. Cu toate acestea ns, ca rezultat al declinului economic, aceti investitori cer antreprenoriilor s pun la dispoziie un plan fezabil i

s demonstreze abiliti antreprenoriale pentru a obine o astfel de finanare.

Recomandri pentru antreprenori! S rmm deschii la pieele internaionale pe masur ce apar tot mai multe oportuniti. Este important

s nelegem c cele mai accesibile surse de finanare de multe ori s-ar putea s se afle n afara pieei n care un anumit IMM activeaz, astfel

c, pentru a aborda problema finanrii n cel mai potrivit mod, antreprenorii trebuie s fie deschii la pieele internaionale. S ia n

considerare pietele alternative ca surs de finanare. Pieele alternative sunt acele piee pe care se tranzacioneaz aciunile companilor tinere

de dimensiuni mai mici. Avantajul acestor piee de tranzacionare l reprezint procedurile mult mai simple de listare i raportare, iar deseori

listarea pe aceste piee este o treapt ctre pieele mai mari. S considere sursele alternative de finanare, precum finanarea corporativ i

microfinanarea pentru reducerea riscului.

In loc de concluzie. Fr doar i poate antreprenoriatul este i va rmne un element de baz n economia oricrei ri, deoarece n calitatea lui de agent al

schimbrii, antreprenoriatul reprezint motorul creterii economice. innd cont de importana lui, att guvernele ct i sectorul privat trebuie s colaboreze

la asigurarea un climat ct mai potrivit pentru dezvoltarea iniiativelor antreprenoriale. Acest lucru nu necesit doar un sistem fiscal, social i politic care sa

stimuleze antreprenoriatul, ci totodat implic crearea unui sistem educaional relevant contextului actual, innd cont de tendinele globalizrii. O astfel de

cultur va atrage att investitori ct i talent antreprenorial, ingrediente cruciale pentru orice economie efervescent.

Antreprenori de/n Romnia

MAPP, an I, MTT 2014-2015 67 AIMI 2013 - 2014 67

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AIMI 2013 - 2014 68

IMM n Romnia vector al creterii economice

MAPP, an I, MTT 2014-2015 68

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Tema de discutie: Romnia agresiv i prea competitiv -

Human Synergistics Romnia

69

Organizaiile din Romnia sunt dominate de stilurile agresiv i constructiv.

Am descoperit c managerii care conduc agresiv duc n timp la extinderea i permanentizarea agresivitii n organizaii. Stilul competitiv domin interiorul fiecrei persoane i respectiv al fiecrei organizaii, nu exteriorul. Tocmai asta face ca oamenii s nu coopereze i lucrurile nu se ntmpl aa cum ar trebui, sintetizeaz R. Cooke raportul Human Synergistics realizat de echipa din Romnia. Cercetarea naional Human Synergistics din 2009 a relevat faptul c organizaiile din Romnia sunt dominate de stilurile agresiv i competitiv. A descris ns i profilul ideal, profil care ar crete motivaia i performana. Profilul ideal din Romnia ar trebui s ajung s fie, treptat, bazat pe autodezvoltare (stil n care se ateapt de la angajai s i menin integritatea, s le plac ceea ce fac i s i comunice ideile) sau pe afiliere (n care de la oameni se ateapt s colaboreze cu ceilali, s lucreze cu ceilali ntr-o manier prietenoas, plcut, i s aib tact). Studiul observ c n organizaiile romneti aspiraiile sunt foarte constructive, dar, spre deosebire de profilul ideal internaional, cel romnesc are o extensie mai mare pentru stilurile agresive i n special pentru stilul competitiv. Dei aceast preocupare agresiv este prezent mai mult n Romnia dect n alte ri, la nivel de ideal al aspiraiilor, este foarte bine temperat de valorile constructive. n ciuda clieelor curente, receptivitatea oamenilor pentru schimbare n organizaiile din Romnia este foarte mare i este o oportunitate de care trebuie s profitm,

Changing the World

One Organization at

a Time

Romnia

agresiv i

prea

competitiv

Per total, cele mai puternice stiluri sunt de tip

Agresiv/Defensiv

71

Stilul principal este:

Competitiv

De la oameni se ateapt:

s fie nvingtori

s depeasc performanele colegilor

s fie vzui i remarcai

Alt stil predominant:

Autodezvoltare

De la oameni se ateapt:

s fac bine chiar i sarcinile simple

s i menin integritatea

s le plac ceea ce fac

Stilul secundar:

Opoziie

De la oameni se ateapt:

s rmn distani i perfect obiectivi

s scoat n eviden greelile

s critice pentru binele organizaiei

Alt stil predominant:

Convenional

De la oameni se ateapt:

s urmeze ntotdeauna politicile i regulile

s fac impresie bun

s se conformeze.

72

Stilul principal este Autodezvoltare n mod ideal, i doresc s lucreze n organizaii n care se ateapt de la ei: s i menin integritatea s le plac ceea ce fac s i comunice ideile Alt stil predominant: Umanist-ncurajator n mod ideal, oamenii i doresc s lucreze n organizaii n care se ateapt de la ei: s rezolve conflictele n mod constructiv s tie s asculte atent s i ajute pe ceilali s se dezvolte profesional Stilul secundar este Rezultate n mod ideal, i doresc s lucreze n organizaii n care se ateapt de la ei: s i stabileasc obiective i s lucreze pentru a le atinge s neleag afacerea s gndeasc n perspectiv i s planifice Alt stil predominant: Afiliere n mod ideal, oameni i doresc s lucreze n organizaii n care se ateapt de la ei: s colaboreze cu ceilali s lucreze cu ceilali ntr-o manier prietenoas, plcut s aib tact

Romania modelul ideal - Per total, cel mai puternic stil - de tip Constructiv

Cum s construim organizaii flexibile cu angajai cooperani?

Ce genereaz transformarea cultural ntr-o organizaie i care sunt beneficiile ei?

Cum se realizeaz o transformare cultural de succes? De ce obin rezultate mai

bune organizaiile care au o cultur constructiv?

73

Referitor la modul n care oamenii lucreaz, managerii i doresc o cultur de organizaie care s i ncurajeze pe angajai - n realitate, ns, oamenii sunt ncurajai: s gndeasc n perspectiv i s planifice s urmreasc standarde ridicate s munceasc pentru sentimentul reuitei s le plac ceea ce fac s i asume riscuri calculate s accepte sarcinile care i provoac s acorde importan mai mare regulilor dect ideilor s i schimbe prioritile pentru a-i mulumi pe ceilali s nu fie niciodat nvinovii pentru probleme s urmeze ordinele, chiar dac acestea sunt greite s paseze deciziile mai sus s nu tulbure apele

Referitor la modul n care oamenii interacioneaz unii cu ceilali, managerii i doresc o cultur de organizaie care s i ncurajeze pe angajai - n realitate, ns, oamenii sunt ncurajai:

s i menin integritatea s arate preocupare pentru nevoile celorlali s i foloseasc competenele de a relaiona cu ceilali s fie deschii n legtur cu propria persoan s i ajute pe ceilali s se dezvolte profesional s i ncurajeze pe ceilali s fac jocuri politice pentru a-i ctiga influen s fac pe placul persoanelor cu poziii de autoritate s i menin autoritatea n mod necondiionat s cultive o imagine de superioritate s nu par niciodat c pierd s fie n competiie cu ceilali nu s colaboreze

74

Cele mai multe organizaii din Romnia sunt dominate de un stil de conducere agresiv i n companii domin

competitivitatea. De ce sunt acestea lucruri negative, unde duc ele i de ce ar trebui s fie diferit?

ntr-o companie dominat de agresivitate, oamenii au autonomie sczut, astfel c ei i fac treaba i att, nu contribuie cu nimic

extra, nu consider c trebuie s depun eforturi suplimentare sau s vin cu idei noi. Filosofia din spatele acestei strategii este c

noi crem joburi, nu ncurajm oamenii s gndeasc. Pe termen lung, asta se numete stagnare i duce la un regres al organizaiei

respective. Cu ct mai agresiv este conducerea companiei cu oamenii, cu att rezultatele organizaiei vor fi mai slabe. n aceast

ecuaie conteaz enorm modul cum sunt construite joburile: Dac oamenii nu au autonomie, nu gndesc, nu au idei, nu dau mai mult,

compania nu crete. Este foarte important ca liderii s i dea seama c orice fac conine un mesaj i c e important ce mesaj dai. Uitndu-se la

specificul organizaiilor din Romnia, Cooke consider c ara are o cultur n spiral care tie s pstreze distana fa

de putere. O alt particularitate este c Romnia crete personaliti puternice, care devin repede lideri, dar cu toate

acestea Cooke nu vede un profil bine definit al managerului de succes din Romnia: Sunt muli manageri cu experien n spate, sunt

muli manageri cu studii n strintate, sunt foarte muli aspirani toi pot face fa schimbrilor i provocrilor dac vor fi deschii la

schimbare i dac vor accepta c stilul agresiv existent nativ trebuie schimbat, pentru binele lor i al companiei.

R. Cooke sintetizeaz problemele Romniei organizaiilor romneti pe mai multe paliere: n primul rnd, oamenii trebuie s neleag c, atunci cnd

interacioneaz cu un coleg, folosesc cultura. Cultura este totul. Orice organizaie are un lider, deci are nevoie de o cultur; n al doilea rnd, consider

c una dintre cele mai mari problele locale este c n companii nu exist mentoratul: efilor le este team c nu cumva unul dintre angajai s nvee

prea mult i apoi s l nlocuiasc, dar c exist nepotismul: angajaii sunt evaluai de foarte multe ori subiectiv i dup criterii foarte greite. Se fac

foarte multe favoritisme. Asta vine din modelul naional aa au fost obinuii oamenii, asta aplic i n companiile unde lucreaz. Modelul care

p