The study involves a comparative analysis of cultural tourism in Bucharest and Paris to identify the main aspects of sustainable cultural tourism. A set of six characteristics (civil monuments and architectural assemblies, religious monuments and architectural assemblies, festivals, personalities, digitization of tourism, and cultural and educational institutions) was analyzed for both cities. For this purpose, the Benchmarking analysis, the SWOT analysis, and the Pareto analysis were used. The research results highlight the importance of a careful analysis of the categories and sub-categories identified for cultural tourism in the two cities, focusing on the situation in Bucharest to identify ways to improve the promotion and capitalization of cultural tourism and increase sustainability. The obtained results showed that cultural tourism in Bucharest is deficient in aspects such as Monuments and civil architecture and religious, and architectural monuments.

This study aims to investigate the convergence of digitalisation in the European Union (EU) in terms of DESI per capita in all EU countries during 2015–2020. The empirical results sustain the hypothesis of convergence of the degree of digital level in the European Union member countries. In evaluating the convergence process, we also aimed to investigate the role of economic development and education, measured by gross value added and education index. The analysis results, the use of sigma and beta convergence methods, showed that the role of economic development is likely to be decisive in resolving disparities, as opposed to that of educational development. The sigma convergence analysis showed that the gap between the EU-28 countries regarding digitalisation tends to decrease in the analysed period. Spatial data analysis, in turn, provides strong evidence for the presence of spatial autocorrelation in the DESI distribution. This result is based on a spatial lagged model that considers that DESI growth rates are related both to their initial levels of digitalisation and the growth rates of neighbouring regions.

The objective of this study is to analyze the trends in agriculture and the factors affecting the output of agriculture (OA) in the EU and Romania in the context of green economy. The research used the quantitative (mathematical regression function, correlation matrix, and R-squared) and qualitative (the SWOT matrix of the agriculture sector in Romania) methods. The data on Romanian agriculture were gathered from Eurostat for the period of 2006–2019. The results showed that there is a direct and positive relationship between the OA and its influencing factors. Moreover, it revealed the negative relationships between the employees in agriculture (−0.58), air pollutants (−0.49), agriculture land (−0.42), irrigation norm (−0.39), agriculture training (−0.33) and the OA, and positive relationships between the area under organic farming (0.56), the average area per holding (0.56), the number of tractors (0.53) and the OA. Romania is a country where employment and agriculture areas are greater than in other EU countries; however, the results of our research highlight the significance of a careful analysis of the influencing factors, of making the difference between the thin line of sustainable performance, of developing new measures, of reducing risks, and of gaining new knowledge and agricultural skills, as an important activity, especially for Romania.

Background: In contemporary economies the migrant workforce is increasing around the world and represents a challenge both for domestic economies, companies and economic flows. The emergence of the European labor market highlighted a major lack of a qualified workforce and a rapid spread of migrant workers especially in the labor intensive economic sectors. In this perceptive, by striving to attract foreign workers with unique and complementary skills, knowledge, and ideas to the workplace, managers encounter many obstacles. Purpose: The purpose of this paper is to identify challenges managers in European companies face in the process of attracting and managing migrant workers. In this article, we analyze the impact of the migrant workforce on the internal labor market transformations and identifying the main managerial challenges for the European companies and management during the attracting, mobilizing and managing the migrant workers in economic system. Study design/methodology/approach: The authors evaluate both the existent assumptions in literature and conduct a systematic review of the managerial approaches in the field. A quantitative approach was employed. The data that contains responses from 1,127 managers from ten European countries, five EU and five non-EU member states, was collected between August 2021 and April 2022. Findings/conclusions: The main study results reveal that the most common obstacles and challenges that managers face occur in the process of recruitment, socialization and integration, training and development, workplace operations, and innovation. The study recommends a permanent focus of company management on these issues. It also lays the foundations for a theoretical framework that provides a better understanding of the significance of creating efficient and specific management policies for foreign workers based on employee diversity. Limitations/future research: The present study is limited in scope as the sample only includes managers from ten countries. Each research question can represent a broad enough basis for independent research, so this work opens up the possibility for numerous researches that can be treated as a continuation and expansion of the existing work.

The current economic environment characterized by the implementation of new ICT technologies, globalization, and the pandemic period has determined the growth of online communication, the development of the e-commerce sector, and the change in online consumer behavior. The research aims to analyze online Romanian consumer behavior trends and perspectives. In order to observe the current position of Romanian online commerce, a comparison was made between the Romanian e-commerce market and three other e-commerce groups: the average for EU-27 countries, the group of four countries with the highest e-commerce values (called 4gc—Denmark, the Netherlands, Germany, and Norway) and the country with the lowest values in e-commerce. A comparison was made using mathematical simulation to predict the potential of e-commerce in the future and identify possible risks. Based on the simulation, the results show that the Romanian e-commerce market can continue to grow, becoming mature, and will provide opportunities for sustainable growth. In order to observe and analyze a possible future for 2021–2026, the regression function, correlation matrix, time series analysis, variable maximization, and QM for the Windows program have been implemented. The graphical representation indicates a positive and growing forecasted future trend for Romanian e-commerce.

The emergence of new technologies, especially artificial intelligence (AI), disrupts the functioning of organizations on many levels (processes, organization, strategy, communication, finance, etc.). These changes particularly affect the managerial function at the heart of organizations. AI is changing many aspects of managers' work, such as planning, organizing and monitoring work, as well as human resource management, including recruiting, training and developing employees. Technological advances, including AI, have profoundly influenced project management, leading to significant changes in the way projects are planned, organized, and monitored. Artificial intelligence is playing an increasingly important role in project management, providing managers with useful tools and data for decision-making and resource optimization. This can bring efficiency and precision to project management, helping to achieve set goals more effectively. The use of these new work tools that make it possible to improve the efficiency of tasks calls into question the existing management practices and requires an upgrade of the skills of managers so that they can fulfill their mission. In addition to the technical skills essential to handling new technological tools, managers must demonstrate emotional intelligence and openness to fulfill their role. Indeed, the introduction of new AI technologies within organizations can have direct and indirect effects on the work of managers. On the one hand, they have to adapt to the technologies that target their own tasks. On the other hand, they need to adapt their management methods to support their employees in the digital transformation that affects other aspects of the organization's operation. In this article, we first outline the main AI technologies used in the managerial field, followed by the advantages and potential these technologies offer to organizations. We then focus on the changes in the role and responsibilities of managers and the new skills they need to develop to succeed in their new work environment. The last part of the article addresses the challenges and problems that the application of these technologies raises in relation to the managerial profession.