Template-Type: ReDIF-Article 1.0 Author-Name: Valentin Mihai Leoveanu Author-Email: valentin.leoveanu@faa.unibuc.ro Author-Workplace-Name: University of Bucharest, Bucharest, Romania Title: Romanian Monetary Policy and Business Recovery: Insights from 2021 to 2025 Abstract: The author's intention regarding this research involves a synthetic outlook on the influence of the National Bank of Romania's monetary policy decisions on the Romanian economy and business recovery during a period of multiple internal and external constraints between 2021 and 2025. The methodology implied a qualitative analysis of official documents and decisions at both governmental and monetary authority levels, and finding interactions with business activity during that period. In this respect, a brief scrutiny made year by year is trying to present a concise review on the evolution of inflation and the monetary policy decisions impacting the way businesses decide and act in their own interest of making profits. As a result of this research, a short list of proposals to be considered by the policy decision makers was elaborated in line with the previous description, as well as highlighting the importance of stabilization policy coordination as a good premise for a sustainable business revival in Romania. Classification-JEL: E52, E58, E61, E62, E65 DOI: Keywords: monetary policy, fiscal policy, business recovery, policy coordination Journal: Manager Pages: 7-17 Volume: 42 Issue: 2 Year: 2025 Month: May File-URL: https://manager.faa.ro/wp-content/uploads/2026/06/42m_7_17.pdf File-Format: Application/pdf File-URL: https://manager.faa.ro/?p=9303 File-Format: text/html Handle: RePEc:but:manage:v:42:y:2025:i:2:p:7-17 Template-Type: ReDIF-Article 1.0 Author-Name: Nicoleta Cristina Nicolae Author-Email: nicoleta-cristina.nicolae@s.unibuc.ro Author-Workplace-Name: Faculty of Administration and Business, University of Bucharest, Romania Author-Name: Cristina Veith Author-Email: cristina.veith@faa.unibuc.ro Author-Workplace-Name: Faculty of Administration and Business, University of Bucharest, Romania Title: Remote Work and Employee Satisfaction in Modern Organizations Abstract: This study examines how remote work affects employee satisfaction and perceived productivity in modern organizations, using the Job Demands-Resources (JD-R) model as its theoretical foundation. Despite the rapid spread of telework following the COVID-19 pandemic, the literature remains divided on its effects, with some studies emphasising flexibility and autonomy and others pointing to stress and social isolation. Against this background, the study tests how telework-related job demands and resources relate to employee well-being, satisfaction, productivity, and work-life balance. Using a quantitative, cross-sectional design, data were collected from 243 respondents, predominantly Generation Z, working remotely on a full or partial basis, and analysed in SPSS through descriptive statistics, Pearson correlations, one-way ANOVA, and independent samples t-tests. The results support the motivational side of the JD-R model far more strongly than the health-impairment side. Telework job resources correlated strongly with all four outcomes, while telework job demands showed only weak, and unexpectedly positive, relationships, contrary to the hypothesised negative effects. Remote-work frequency influenced well-being, satisfaction, productivity, balance, and access to resources, whereas gender did not. The central conclusion is that resources matter more than demands in shaping the remote-work experience, and that outcomes depend less on the arrangement itself than on the supportive conditions, communication, feedback, technology, flexibility, and autonomy, that surround it. Classification-JEL: J28, J24, M54 DOI: Keywords: remote work, telework, employee satisfaction, productivity, Job Demands-Resources model, work-life balance Journal: Manager Pages: 18-26 Volume: 42 Issue: 2 Year: 2025 Month: May File-URL: https://manager.faa.ro/wp-content/uploads/2026/06/42m_18_26.pdf File-Format: Application/pdf File-URL: https://manager.faa.ro/?p=9310 File-Format: text/html Handle: RePEc:but:manage:v:42:y:2025:i:2:p:18-26 Template-Type: ReDIF-Article 1.0 Author-Name: Anca Hotoi Author-Email: ancahotoi@gmail.com Author-Workplace-Name: The Bucharest University of Economic Studies, Romania Title: AI Driven Smart Shopping vs. Manual Search Campaigns in E commerce: An Attribution Based Performance Analysis Abstract: Paid advertising platforms have changed a great deal once machine learning moved into the bidding stack, and Google Ads is now the obvious case in point. I look at how AI driven Smart Shopping campaigns compare with manually managed Search campaigns from a Romanian online wine retailer, and I ask, in particular, what last click attribution misses when the two types of campaigns run in parallel. The dataset combines three Google Analytics reports covering six concurrently running campaigns, plus an assisted conversion analysis on a 30 day lookback window. Four indicators carry most of the weight: CTR, CPC, ecommerce conversion rate and ROAS. What I find is uneven. Smart Shopping pulls in most of the clicks and most of the assisted touches, yet records the lowest last click conversion rate; manual Search campaigns, targeting users already close to buying, score the opposite way. Within this Google Ads account, from my digital marketing agency (Performance Target), approximately 47.6% of all conversions are identified as assisted conversions rather than last click interactions. From a strategic standpoint, this substantial share indicates that relying solely on last click reporting provides an incomplete picture, making it an unreliable foundation for budget allocation decisions. To address these complexities, this paper concludes with practical insights from my agency, for small e commerce retailers on how to effectively balance AI driven and manual campaigns. Specifically, it outlines strategies to avoid over investing in branded search while ensuring that top of funnel campaigns which actively generate the initial customer demand are not inadvertently starved of budget. Classification-JEL: M31, M37, L81, O33 DOI: Keywords: Google Ads, Smart Shopping, artificial intelligence, attribution modeling, e commerce, consumer behavior, digital marketing Journal: Manager Pages: 27-34 Volume: 42 Issue: 2 Year: 2025 Month: May File-URL: https://manager.faa.ro/wp-content/uploads/2026/06/42m_27_34.pdf File-Format: Application/pdf File-URL: https://manager.faa.ro/?p=9316 File-Format: text/html Handle: RePEc:but:manage:v:42:y:2025:i:2:p:27-34 Template-Type: ReDIF-Article 1.0 Author-Name: Oyku Salini Author-Email: oykusalinii@gmail.com Author-Workplace-Name: Faculty of Administration and Business, University of Bucharest, Romania Author-Name: Patrick Banu Author-Email: patricckbanu@gmail.com Author-Workplace-Name: Faculty of Administration and Business, University of Bucharest, Romania Title: The Impact of Soft Skill Development on Employee Success HR Training and Development Strategies in the Turkish Business Environment Abstract: This study looks at how HR training supports the development of soft skills and, through them, employees' professional success in Turkish companies. Drawing on three semi-structured interviews with HR and Learning and Development professionals from the textile, manufacturing, and technology sectors, it examines how organisations identify soft-skill needs, design development programmes, support the transfer of learning to the workplace, and judge the results. Using Kirkpatrick's framework and thematic analysis in NVivo 12, the findings suggest that soft skills are increasingly treated as strategic competencies tied to leadership, coordination, adaptability, and organisational effectiveness. Measuring their direct impact, though, remains hard: outcomes tend to be read through indirect signals such as performance reviews, promotion readiness, engagement, productivity, and innovation. Classification-JEL: M53, J24, M12 DOI: Keywords: soft skills development, professional success, HR training strategies, competency frameworks, career advancement, talent retention Journal: Manager Pages: 35-43 Volume: 42 Issue: 2 Year: 2025 Month: May File-URL: https://manager.faa.ro/wp-content/uploads/2026/06/42m_35_43.pdf File-Format: Application/pdf File-URL: https://manager.faa.ro/?p=9321 File-Format: text/html Handle: RePEc:but:manage:v:42:y:2025:i:2:p:35-43 Template-Type: ReDIF-Article 1.0 Author-Name: Anca Hotoi Author-Email: ancahotoi@gmail.com Author-Workplace-Name: The Bucharest University of Economic Studies, Romania Title: Algorithmic Audience Targeting in Meta Ads Remarketing Campaigns: A Demographic Analysis of AI-Driven Delivery in a Romanian Aesthetic Medicine Clinic Abstract: Within the Meta advertising ecosystem (Facebook and Instagram), audience targeting decisions are increasingly delegated to machine-learning systems that determine, in real time, which users see an ad and at what frequency. This paper analyzes the demographic distribution of algorithmically delivered impressions in a remarketing campaign run by a Romanian private aesthetic medicine clinic, a real client from my digital marketing agency (Performance Target) over a 122-day observation window. Using ad-set-level data exported from Meta Ads Manager, with breakdowns by age and gender, the study examines how a single remarketing campaign - nominally addressed to the entire pool of website and profile visitors - is in practice distributed across demographic segments by the platform's delivery algorithm. Results show a very strong gender skew (94.9% of the budget delivered to women) and a clear age concentration: women aged 35 to 54 receive 58.3% of total spend, and women aged 35 to 64 receive 76.5%. The cost per thousand impressions (CPM) ranges between 13.18 and 17.70 RON depending on segment, while the campaign maintains a low average frequency of 1.10 to 1.14 over the entire window, indicating that the algorithm continuously identifies new audience members rather than over-exposing the same users. The findings illustrate, in a healthcare service setting, the dynamics of algorithmic ad delivery documented in the broader literature on AI-driven advertising, with implications for managerial control over targeting, for advertiser accountability and for the design of marketing strategies in regulated service sectors. Classification-JEL: M31, M37, I11, O33 DOI: Keywords: Meta Ads, algorithmic targeting, artificial intelligence, social media advertising, remarketing, demographic analysis, healthcare marketing Journal: Manager Pages: 44-52 Volume: 42 Issue: 2 Year: 2025 Month: May File-URL: https://manager.faa.ro/wp-content/uploads/2026/06/42m_44_52.pdf File-Format: Application/pdf File-URL: https://manager.faa.ro/?p=9326 File-Format: text/html Handle: RePEc:but:manage:v:42:y:2025:i:2:p:44-52 Template-Type: ReDIF-Article 1.0 Author-Name: Anna Filip Author-Email: anna.filip@vipromania.ro Author-Workplace-Name: Faculty of Administration and Business, University of Bucharest, Romania Author-Name: Patrick Banu Author-Email: patricckbanu@gmail.com Author-Workplace-Name: Faculty of Administration and Business, University of Bucharest, Romania Title: Determinants of Entrepreneurial Success in Emerging Economies A Resource-Based and Dynamic Capabilities Model Abstract: What determines entrepreneurial success in emerging economies, marked as they are by institutional uncertainty and limited access to resources? The paper answers this question through a qualitative case study of the student organisation VIP Romania, integrating the Resource-Based View (RBV) and the theory of Dynamic Capabilities (DC) within a framework anchored in the Romanian institutional context. The research rests on five semi-structured interviews with members involved directly in coordinating projects, analysed thematically with NVivo, and tracks the types of resources perceived as critical, the way the organisation develops its dynamic capabilities, and the role of partnerships. The results confirm the architecture of the proposed conceptual model but add an unexpected dimension: a perceived hierarchy of resources. Members place intangible resources, such as, reputation, accumulated knowledge, and networks of contacts in particular, well above material ones, which suggests that the competitive advantage of student organisations in emerging economies is built mainly on relational and reputational assets. Capabilities of adaptation, learning, and reconfiguration show clearly in the way projects are adjusted on the basis of feedback, while partnerships play a dual role, as material support and as a source of legitimacy. The study contributes to the literature by applying the RBV and DC frameworks together in a doubly non-standard context, a non-profit student organisation in an emerging economy, and by adapting the operationalisation of dynamic capabilities to qualitative indicators. Classification-JEL: L26, L31, M13 DOI: Keywords: entrepreneurial success, emerging economies, intangible resources, dynamic capabilities, social capital, student entrepreneurship Journal: Manager Pages: 53-62 Volume: 42 Issue: 2 Year: 2025 Month: May File-URL: https://manager.faa.ro/wp-content/uploads/2026/06/42m_53_62.pdf File-Format: Application/pdf File-URL: https://manager.faa.ro/?p=9332 File-Format: text/html Handle: RePEc:but:manage:v:42:y:2025:i:2:p:53-62