How entrepreneurial is German Generation Z vs. Generation Y? A Literature Review

Dreyer, Christian; Stojanová, Hana

doi:10.1016/j.procs.2022.12.211

Cited by 14 publications

(10 citation statements)

References 28 publications

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“…Researchers (Broke 2023;Dreyer and Stojanová 2023;Half 2015;Patel 2017; William 2016) comparing Generation Z with previous generations observed that even though Generation Z members want stability and do not accept uncertainty, they are much more marked by the entrepreneurial spirit and show a greater interest in the business environment due to their orientation towards clear objectives and the harmonious combination of personal and professional life.…”

Section: Of 14mentioning

confidence: 99%

Social Inclusion: A Factor That Influences the Sustainable Entrepreneurial Behavior of Generation Z

Burlea-Schiopoiu,

Popovici

2024

Administrative Sciences

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Young people from Generation Z are a subject of analysis for researchers because they will prevail in the labor market as successors of the Millennial generation. Taking into account the imprint that digitization has left on the behavior of Generation Z, our research aims to analyze how young people manifest their entrepreneurial intention and, mainly, how the “Me generation” perceives entrepreneurship both as a means by which they manifest their desire to control their behavior and as a factor that contributes to their social inclusion. Therefore, based on the bottom-up spillover theory, we propose to analyze the moderating effect of gender and the mediating effect of self-efficacy on the relationship between social inclusion and entrepreneurial intention. Using a quantitative research approach and a sample of 781 representatives of Generation Z, we demonstrate that social inclusion is an essential factor for Generation Z. The findings prove that Generation Z manifests a strong desire for social inclusion, which influences entrepreneurial intention, and that gender moderates this relationship. Finally, the originality of our research consists of the empirical identification of the synergy between entrepreneurial intention, self-efficacy, and the desire for social inclusion of Generation Z.

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Section: Of 14mentioning

confidence: 99%

Social Inclusion: A Factor That Influences the Sustainable Entrepreneurial Behavior of Generation Z

Burlea-Schiopoiu,

Popovici

2024

Administrative Sciences

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“…They have been raised in the twenty-first century and were strongly influenced by growing cultural diversity, global brands and a digital world dominated by social media (McCrindle and Fell, 2021). They have been described in terms of their common characteristics, a number of which sets them apart from other generational cohorts (Dreyer and Stojanová, 2023; Southgate, 2017; Thomas and George, 2021 for extensive reviews).…”

Section: Who Are Gen Z?mentioning

confidence: 99%

Beyond labels: segmenting the Gen Z market for more effective marketing

Van den Bergh,

De Pelsmacker,

Worsley

2023

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Purpose The purpose of this study is to identify segments in the Gen Z population (born between 1996 and 2010) in Europe, the USA and Australia, based on brand- and lifestyle-related variables and perceptions about their online activities. This study explores how these segments differ and provide insights into cross-country similarities and differences. Design/methodology/approach An online survey was conducted with 4,304 participants, and cluster analysis and analysis of variance were used to identify and profile Gen Z segments in each of three geographical areas. Findings Five segments in Europe and four segments in the USA and in Australia were identified. Segments differ in terms of the importance they attach to exclusivity, inclusivity and sustainability of brands, how Gen Z members perceive money issues and stand in life and how they perceive their online activities. Similar segments are found in the three geographical areas. Research limitations/implications This study proposes a conceptual and analytical approach for exploring intra-cohort diversity. Future research can apply this approach to different generational cohorts and use it to study intra-cohort diversity in other parts of the world. Practical implications This study provides input for marketing practitioners to create better focused and more effective campaigns. Originality/value Cross-country generational cohort research is scarce, and especially intra-cohort diversity is under-researched. This study offers a deep and fine-grained insight into the diversity of the Gen Z cohort across three geographical areas, based on representative samples in these areas.

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“…Considering that Millennials and Gen Z are entrepreneurial-oriented (Dreyer and Stojanová, 2023), we argue that one of the ways hotel companies may attract qualified people is through intrapreneurship. Intrapreneurship is an approach that encourages employees to develop innovative ideas and solutions within a company.…”

Section: Introductionmentioning

confidence: 98%

The Great Resignation and Intrapreneurship as a strategy to attract and retain staff in services

Calisto

2023

ECMLG

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Many employees from the Millennials and Gen Z cohorts are abandoning the hotel industry after COVID-19. The dissatisfaction of hotel workers with their working conditions has accelerated the Great Resignation, a term used to refer to the higher-than-normal quit rate in an industry. Consequently, the number of unfilled jobs is high, and attraction and retention have become a strategic concern for the hotel industry. Considering that Millennials and Gen Z are entrepreneurial-oriented, in this paper, we study how intrapreneurship, an approach that encourages employees to develop innovative ideas and solutions within a company, is one of the ways hotel companies attract qualified people. The study is qualitative, and data was collected through the recruitment sites of the leading hotel companies worldwide since these websites provide distinct information to potential job candidates beyond the available job descriptions. The hotel industry is highly competitive, with several brands, each with unique characteristics. However, they depend on their employees to materialise their brand's promises. To ensure personal-organisational fit, companies should give the right signals when presenting to potential candidates so that they may decide when receiving and interpreting these signals if they fit the organisation and are aligned with what that company offers and demands. Findings enhance our comprehension of the use by large hotel companies of employees' preference for behaving intrapreneurially as a strategy to attract and retain qualified staff. Results may also guide human resources practices in hotel companies and other service industries that seek to attract and retain talented professionals in an intensely competitive market. In addition, the results may serve as a basis for future studies on intrapreneurship in service companies. In an era when service companies struggle to attract and retain workers, this paper highlights how intrapreneurship may be a solution with a double benefit – staff attraction/retention and innovation. Although the study focuses on hospitality, the contribution is relevant to most services.

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How entrepreneurial is German Generation Z vs. Generation Y? A Literature Review

Cited by 14 publications

References 28 publications

Social Inclusion: A Factor That Influences the Sustainable Entrepreneurial Behavior of Generation Z

Social Inclusion: A Factor That Influences the Sustainable Entrepreneurial Behavior of Generation Z

Beyond labels: segmenting the Gen Z market for more effective marketing

The Great Resignation and Intrapreneurship as a strategy to attract and retain staff in services

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