Abstract:Ensuring community based program sustainability is critical for the targeted communities. When such a program is no longer sustainable, its impact decreases, leading to unmet expectations, affecting the community as a whole. As such, scrutinizing sustainability factors for community based programs proves essential. This paper analyses those factors by reviewing the literature, questioning 188 individuals from community based organizations and other non-profits and providing a ranking for the most important of them. The factors were divided into 3 categories: related to program itself, related to host (implementing) organisation and related to the community where the program is operationalized. For data analysis several statistical tests were used, leading to a ranking of the most important 22 factors for community based programs sustainability.

This paper analyses the influence of Sustainable Supply Chain Management strategies—Supplier Selection, Product Stewardship and Logistics Management—on Supply Chain Management functions—Planning, Execution, Coordination and Collaboration in the oil and gas distribution industry. Using multiple regression analyses, we performed the study on 79 companies from Romania and the Republic of Moldova operating in the oil and gas distribution industry. We concluded that Sustainable Supply Chain Management strategies have a positive and significant influence on Supply Chain Management functions, both overall and on each of the functions considered in the study. Overall, the findings of this study can be used by companies operating in oil and gas distribution to design Sustainable Supply Chain Management strategies to better address the requirements for more environmentally and socially responsible activities in their supply chains and to optimize their Supply Chain Management to better cope with Sustainable Supply Chain Management requirements and expectations.

This study examines the influence of eco-innovation capability on sustainability driven innovation practices in SMEs. In this study, eco-innovation capability is represented by four factors—internal setting, strategies, operations and structure—while sustainability driven innovation practices are represented by three types of practices—process, organizational and product. The direct relationship between eco-innovation capability and sustainability driven innovation practices is statistically tested by using a sample of 397 Romanian manufacturing small and medium-sized enterprises using PLS–SEM and SmartPLS software. The results show that the development of eco-innovation capability has a direct and positive effect on sustainability driven innovation practices employed in manufacturing SMEs by encouraging them to get involved in cleaner production practices, waste handling and recycling on a regular basis or integrate eco-efficiency into their operations, develop new channels for sustainable products or integrate customers’ suggestions or complaints, implement environment management systems, use eco-friendly raw materials or focus on new product development, for instance. Therefore, the paper extends the literature dedicated to eco-innovation by shedding some light on what to focus on when building eco-innovation capability.

This paper analyses sustainability perceptions in Romanian non-profits by investigating 81 non-profits managers and board members. Using a multidimensional sustainability measurement framework, Success Factor Analysis, as a conceptual model, we measured perceptions on 5 critical sustainability factors: People, Business Model, Operations, Strategy and Culture and concluded that there are significant differences in the perceptions of sustainability depending on respondents' previous failure experiences. While those which previously experienced failure adopt a long-term approach based on marketization, clear accountability standards and rely on strategy, while the others prefer a short-term approach, focused more on non-profits operations and focus on human resources.

This paper investigates effects of strategic choice on organizational performance for Romanian family-owned Small and Medium sized Enterprises (SMEs). Using adapted Jacquemin-Berry entropy index for both product and international diversification and using a regression model, our study discusses family involvement as a moderating factor for organizational performance assessment. We discovered that there are multiple interactions between strategic choice and organizational performance while family involvement fails to have a significant role in moderating these interactions.