No abstract

Entrepreneurship shows regional differences through countries’ history, economic environments, society and habits of individuals. Youngsters can think globally and have the highest skills to access information and know-how. This paper collects data from students’ project work from different countries and extract that information, which can give interesting input to describe regional effects on entrepreneurial propensity through a quantified semantic analysis. Youngsters from 12 countries received the same instructions to present their national economies and then create a business there. The fundamental question of the paper is that are there any definable attributes from the economic environment, which effect youngsters’ entrepreneurial propensity? How can we describe these effects? We linked values and made a numerical evaluation of youngsters’ business concepts, which gives not only a range but also the grade of the presence of local or regional elements. The results show that the more exact special elements of a national economy mentioned, the more barriers participants are aware of. The research concept and the results may give useful inputs in knowledge transfer and education of entrepreneurship.

The crisis caused by the coronavirus pandemic affects the daily operation of organisations, which also brings changes in the life of their workforce. Managing organisational change has been a significant challenge for organisations for several decades. The aim of the research is to assess the behaviour of affected employees toward organisational change. It is examined how different groups of employee’s experience change in general and what they think about organisational change. Furthermore, it is explored whether employees understand the motivation behind the change and how does the change impact their organisation. To answer the research questions, a comprehensive questionnaire survey of small and medium-sized enterprises in Hungary was conducted in autumn 2021. The suitability of the application of factor analysis evaluating the dependence of selected areas of the questionnaire was supported by Barlett test a Cronbach’s alfa coefficient. For individual hypotheses two-sample t-test, contingency table analysis, and Pearson’s Chi-squared test, were applied. The evaluation of the 215 questionnaires shows that the behaviour of employees toward organisational changes is different. The difference in attitudes to the benefit of organizational change for employees were identified, but not for enterprise. Furthermore, the difference in attitudes between employees who have undergone organizational change in the enterprise and those who have not undergone organizational change, were identified too. It is interesting that contingency between the extent to which managers play a role in change and the well-executed nature of change were detected. The practical usage of the research can be helpful for SME management, especially in the HR field. The management can consider that employees may be afraid of the changes if they are ahead of them, but if the change is handled well, people will think positively of it.

No abstract