Table Of ContentSpringer 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
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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.
