The purpose of the study is to analyze employee volunteerism. This issue had not been studied on a broader international level earlier. This research firstly discovers altruism and volunteerism values in the economy. Then, based on the third-party model, observes each part, where participants are the (1) volunteer (employee) (2) company (and its CSR activity) and (3) an external organization, which manages this type of formal volunteerism. Each participant was analyzed through comprehensive analysis using descriptive and inference statistics and classification methods on complex, extensive secondary databases. Altogether, more than 10,000 respondents’ answers are examined from two worldwide surveys, and further ten international statistical indicators and indices are explored. These methods result in volunteer characteristics on a personal level, afterwards in country classification, which provides a cultural comparison of the employee volunteerism. Our findings prove that demographical differences do not, but company-level actions influence the intensity of formal volunteerism. Moreover, three main clusters (formed from 43 countries) show different values. This diversity might partly be caused by measurement fragmentations and lack of internationally accepted definitions and theories. This paper aims to provide a broader overview of the topic, which might be a useful starting point for the forthcoming aggregated conceptualization. Employee volunteers’ behavior arises from the personal value of volunteerism. However, the attendance and intensity of voluntary activity are primarily influenced by the environment (e.g., life period, living and working situation). Employee volunteerism programs are an important and essential part of CSR at the company level, and strongly frames this activity, where employee volunteerism could associate each participant’s interests and improve their values. However, the practices may differ in each country and in each sector. The current pandemic rewrote the traditional volunteerism model and our projection. The last chapter provides a preliminary study about how employee volunteerism could work in this extraordinary, COVID-19 situation.

The main aim of the article is to identify the changes in employees’ sources of intrinsic motivation caused by the impact of the COVID-19 pandemic, and to discuss prospective modifications to formulated patterns of internal marketing communication. The novelty of the research lies in two main aspects: (1) the necessity to revise the traditional concept of motivation caused by the pandemic and (2) own methodological approach. While the first aspect reflects the lack of appropriate scientific attention paid to this issue, the second aspect develops methodological approaches applied so far in the research of intrinsic motivation sources. The goal of the paper has been achieved via own questionnaire research of the traditional quadratic structure of the intrinsic motivation sources of employees. The data from socio-demographically representative sample of 2000 respondents have been in accordance with contemporary trends in managerial analytics analysed via factor analysis and relevant statistic tests. It has been found that the ranking of intrinsic motivation sources before the COVID-19 pandemic was the following: (1) sense of choice; (2) sense of meaningfulness; (3) sense of progress and (4) sense of competence. The ranking of intrinsic motivation sources during the COVID-19 pandemic was the following: (1) sense of choice; (2) sense of progress; (3) sense of meaningfulness; and (4) sense of competence. Based on the identified changes in intrinsic motivation sources and their components, it can be stated that the pandemic has significantly influenced the existing principles and patterns of internal marketing communication. These should be critically reconsidered, and motivation systems should be revised to contribute to the optimal performance of the company on the market and its sustainable development by focusing on the financial situation of the company, significant for the economic pillar; the change in individual value scales, significant for the environmental pillar; and the phenomenon of millennials, significant for the social pillar. By intersecting these pillars, sustainability can be reached based on finding optimum motivation.

The objective of organizational creativity is to identify those factors that could affect creativity. One of the most influential factors is the leadership style. Following the review of literatures, we investigated this phenomenon in the Hungarian labor market. We analyzed the answers of more than 600 Hungarian employees. We asked them to categorize their leader on the basis of which classic Lewin leadership style is most characteristic of him or her. After this, they needed to judge how the perceived leadership style would affect the two phases of their workplace creativity. Similarly to international results, democratic leadership style proved to be stimulating, while the authoritarian leadership style was inhibitory. It has also been proved that not only leadership style influences creativity, as the model of successful creative organization cannot be described with the behavior of the leader(s) only.

The main purpose of this research was to examine whether systematic cross-national differences existed in risk preferences. As a part of the survey, it was also tested how the subjects decided on behalf of their friends. Considering the type of risk-taking and the role of endowment plus relevant cultural backgrounds, the answerers were grouped, and each segment could be identified. Finally, this segmentation could be correlated with behaviour in risk decisions. Here, the Allais situation was used testing respondent behaviour in risky decision-making on behalf of others. This paper used the validated DOSPERT Scale, measuring risk perceptions and risk preferences of international students (n=244). The used survey contained different risk attitudes depending on decision making and involved the following criteria: Ethical, Financial, Health or Safety, Recreational, and Social Risks. Applying the DOSPERT Scale, differences were also found between ‘Risk-Taking’, ‘Risk-Perceptions’, and ‘Expected Benefits’. This result can be explained by different risk attitudes particular to people making decisions involving measured risks. At the same time, thanks to the worldwide sample, this paper focused on cultural differences and observed the impact of different cultural backgrounds on risk-taking. Comparing personal traits with Hofstede’s cultural UAI (Uncertainty Avoidance Index) helped us understand deeper cultural influences. The sample was widely heterogeneous, which led to some changes in the original research question and provided a new method in the conceptual model. Based on the state of the art, a conceptual model was deduced, three hypotheses were tested, and three various segments were identified regarding the personal DOSPERT (Domain-Specific Risk-Taking Scale) Risk Preferences. In the second part of the paper, Personal Risk Preferences were connected and tested not only using the national culture background but also attitudes towards the endowment. Although there was no significant correlation between the distribution of risk perception, the styles of each role might show how the cultural heritage impacts various decisions and risk levels.