The aim of the present paper is to analyse the evolution of the Romanian honey market in the 2006-2016 period. The analysis, ran over a period of ten years, follows to depict honey’s market dynamics starting from 2006, one year before Romania’s accession to the EU. The used data consisted in empirical data provided by Food and Agriculture Organisation of the United Nations database, European Commission and National Institute of Statistics. Results indicated that Romania covers its honey consumption through production and that the country is a net honey exporter, recording a 30% growth rate in exports from 2006 to 2013. In the 2006-2016 period, Romania has managed to increase its beehives number by 58.81% and its honey production by 16.52%. Honey producer prices also went up by 42.99% in the analysed period.

Undoubtedly, organizations operate nowadays in a world characterized by complexity and uncertainty. Under these circumstances, an organization must ponder upon everything that is relevant to its strategic objectives, be it operational capabilities, key drivers exerting positive, respectively negative consequences, or other factors. Therefore, it must assess both its external and internal environment. Analysing and managing trends that might affect organizations' performance will enable managers to make decisions and develop appropriate strategies. For the present paper, the internal environment of companies will serve as the general centre of interest of the conducted analysis, paying particular attention to Porter's Value Chain Analysis. Nevertheless, in a business context in which sustainability is becoming increasingly important, more and more executives consider sustainability strategies necessary for maintaining their companies competitive, a fact which stands for beekeeping enterprises as well. Given the valuable contribution of the beekeeping sector to the ecosystem through pollination services, we may already consider beekeeping enterprises sustainable by default to a certain extent. However, there are still a number of shortcomings remaining that need clarification. The managerial challenges posed by what integrating sustainability in business means have led to an increasing attention given to its understanding and not only. Consequently, the aim of this paper is to bridge sustainability and beekeeping enterprises though the value chain analysis and provide an assessment from a strategic point of view. The results provide implications for the strategists, bringing them one step closer to formulating a strategy tailored to their firms that enhances the likelihood of gaining competitive advantage.

Today’s society faces major challenges in meeting future global food demands and solving biodiversity loss, and it quickly needs to find ways in addressing these issues. The places to look for solutions come from the economic sectors that employ the most powerful pressure on these issues such as agriculture. Apiculture, as a branch of agriculture is being more and more recognized as sustaining human life and contributing to sustainability. However, the sector records a progressive decline of honey bees. Therefore, a rapid restructuring needs to take place in agricultural markets, in general, as well as in apiary agribusinesses. Although important, technological progress is insufficient in providing the necessary changes to achieve long-term economic, social and environmental sustainability, which should be considered both within and between generations. Consequently, sustainable business models encourage sustainable development through a triple bottom line approach and provide an analytical tool for firms into assessing the different aspects that are combined in order to create value. Since literature has paid little attention to the sustainable development in the apiary agribusiness, the present paper aims to link the two using a business model perspective and bring arguments in favor of moving to a sustainable business model.

The business competitive landscape of today is shaped by new challenges. In order to outperform their peers, companies seek to seize opportunities and manage the risks associated with the challenges that arise. To this adds the pressure of societies on organizations to be more transparent, ethical and responsible. Corporate Social Responsibility (CSR) and sustainability come in response to this increasing demand of societies by being a pivotal tool in the business area. Organizations of the 21st century can no longer ignore CSR and sustainability and should follow the steps of integrating them across all departments as part of their strategic policy. Sustainable organizations are required to direct their interest beyond the economical factor and extend their goals towards environmental and social aspects. By integrating environmental and social concerns in the daily operations of a company, new models of doing business emerge and a synergy with various stakeholder groups takes place. Although a significant amount of attention has been headed towards the conceptualisation of CSR and sustainability, they both remain contested concepts. Therefore, the present paper depicts the effort to follow the emergence and conceptualization of CSR and sustainability from their origins, to introduce the changing meaning of CSR and to bridge the gap between the two concepts. Through literature review, the paper will provide relevant theoretical underpinnings that link CSR and sustainability.

The intensive use of resources and the environmental impacts associated with the growth of the world's population have made it clear that the traditional twentieth-century way of doing business is not enough for a sustainable future. Thus, businesses are forced to make a transition towards new forms of management, adapted to the reality of the global - social, political, economic, ecological and technological - context, which is becoming more and more unpredictable and raises more challenges than it did a decade ago. Thus, stakeholders expect and demand improved products and services, made with a low negative impact on the environment and society. The requirements end up being applied not only to every facet of the business, but also to its partners. Overall, changing the way we do business today is undoubtedly not only complex, but also exciting for many managers who need to integrate sustainable development and sustainability into their strategic approach. In addition, a new sense of responsibility is developing for future generations as the effects of resource overexploitation and pollution increase. The sense of responsibility also evolves in the relationship between stakeholders and companies, which is why the latter are moving towards adapting their own strategic orientation. me one of the starting points for sustainable development. Under these circumstances, the question arises on how managers are supposed to integrate sustainability into their strategies. Consequently, this paper aims to explore the understanding of managing sustainability and provide a generic clarification for it.