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Digital transformation (DT) harnessing the potential of emerging technology creates opportunities and challenges for organizations worldwide. Senior executives view DT as a key initiative for future competitiveness, a view shared by academic researchers. What may challenge the organization is that the vision may be present while preparedness may be lacking. Organizational preparedness depends on managers and employees charged with implementing DT and their perceptions on preparedness are often not aligned with senior executives.

In this research, the authors explore the perceptions of managers and employees on DT preparedness in an organization by gathering data from 579 participants. This study uses an innovative approach to qualitative data analysis using interactive topic modeling.

Findings in this qualitative study provide valuable insights on the perceptions of these individuals and helps understand (a) how they view DT preparedness and (b) may behave in this context. In general DT is well understood, however managers are not keen to change work processes to take advantage of the new digital tools and there appears that generational gap is a barrier to successful DT.

Senior executives play a central role communicating the DT vision necessary to inspire managers and employees. As organizations continue to invest large sums of money to explore value creation for customers and stakeholders by leveraging digital technologies, the information systems (IS) discipline can take the lead by asking the question, what can be done to improve the understanding of DT implementation in an organization?

The purpose of this study is to examine the relationship between generational persona, adaptability tendencies and entrepreneurial behavior. The paper also aims at testing the mediating role of adaptability tendencies in the relationship between generational persona and entrepreneurial behavior among millennial entrepreneurs in an African setting.

The study adopts a quantitative methodological approach with a cross-sectional, questionnaire survey and correlational design where hypotheses were statistically tested using Structural Equation Modelling based on survey data (n = 382) from millennial entrepreneurs in Kampala Uganda.

Drawing on the sample of 382 millennial entrepreneurs in Kampala, findings show that both generational persona and adaptability tendencies are positively and significantly associated with entrepreneurial behavior. Results further indicate that adaptability tendencies partially mediates the relationship between generational persona and entrepreneurial behavior among millennial entrepreneurs.

This study focused only on millennial entrepreneurs in Kampala Uganda ignoring other equally important groups of entrepreneurs like the baby boomers, generation Xers, generation Y and others. As such, the findings of this research do not entirely apply to all entrepreneurs in the country and this may have affected the generalizability of the results. Therefore, future studies can be done on the entrepreneurial behavior focusing on all entrepreneurs from all generations. Also, the study used a quantitative approach, future studies should consider a mixed methodology, which may give a more holistic understanding of entrepreneurial behavior.

In practice, millennial entrepreneurs may use the results of the study to see how they can improve their performance for their businesses to benefit. Specifically, they ought to focus on adaptability, and generational persona to exhibit those entrepreneurial behaviors which will generally lead to the improvement of their businesses.

To the authors’ knowledge, this study provides a shred of initial empirical evidence on the relationship between generational persona, adaptability tendencies and entrepreneurial behavior using evidence from a low developed African country Uganda. Mostly, this study provides initial evidence of the mediating role of adaptability tendencies in the relationship between generational persona and entrepreneurial behavior. This study incorporates the Generational Cohort Theory and the Complex Adaptive Systems Theory into an applied theoretical framework that explains entrepreneurial behavior. More still, this study answers the call for more empirical studies on entrepreneurial behavior.

This paper aims to analyze the relationship between watching dance and mood enhancement considering potential differences across gender and age brackets.

Exploratory research was undertaken through a personal survey, using a structured questionnaire on a large sample of young participants between 18 and 35 years old, split into generational cohorts (Millennials or Generation Y and Centennials or Generation Z). Quota sampling (gender and age) was the method used to select respondents.

Results show that after watching dance, more positive mood changes were observed in general. However, they were stronger among women and younger Millennials. These findings are important as they open a new area of study; show the effects of culture on people; and help design programming strategies to enlarge audiences.

The effects of specific forms of arts and cultural participation on people’s moods have been analyzed from a diversity of disciplines. In the case of dance, studies have tested this relation among practitioners (active participants) but not among viewers (attendees) as this paper does.

The study empirically explores the influence of re-organization on entrepreneurial intentions and family business generational transfers among small and medium enterprises (SMEs).

Using multi-group analysis and partial least square structural equation models, data from 252 family-owned businesses were analyzed.

The results reveal that re-organization partially mediates the relationship between entrepreneurial intentions and family business generational transfers among SMEs.

The study used a cross-sectional survey approach and focused on Kampala business district. If required and funding permits, a longitudinal study in this field may be conducted.

Family business owners ought to involve their family members in the management of the business from an early age, including them in the decision-making process, and use social exchange to strike a balance between their personal goals and the objectives of the business. In order to protect the business's goals, the business founder should mentor the next generation through quality family social interactions.

Integrating entrepreneurial intentions and re-organization is likely to improve the survival rate of family business generational transfers among SMEs in Uganda using social exchange theory.

The study explores inclusive and sustainable growth in Micro, Small and Medium Enterprises (MSME) by examining people-oriented practices that expand employment opportunities for women. It uses the Conservation of Resources Theory to explore sustainable HRM practices like telecommuting, managerial support and understanding generational preferences to enhance women's well-being.

The study captures the impact of HRM practices on employee well-being using multi-source data that were collected through an online questionnaire administered to 2,856 female employees in 18 Indian MSMEs. We then use PLS-SEM (SmartPLS-4 and PLS-multi-group analysis (PLS-MGA)) to analyze predictors of employee well-being.

The data analysis revealed that satisfaction with HRM practices positively impacted employee well-being. Secondly, satisfaction with telecommuting mediated the relationship between satisfaction with HRM practices and employee well-being. Thirdly, managerial support positively moderated the relationship between satisfaction with telecommuting and well-being. Lastly, generational cohort membership moderated the satisfaction with HRM policies and well-being, with Generation Z having a stronger need than Generation Y.

This study emphasizes the significance of robust and gender-sensitive HRM practices in MSMEs in high-growth emerging markets. It emphasizes the need for telecommuting policies and the role of managers in creating a supportive work environment for women. By implementing these insights, MSMEs can develop effective strategies to attract, retain and promote the well-being of women employees, thereby fostering sustainable HRM practices.

This study explores sustainable MSME HRM practices supporting gender inclusions and women’s well-being in high-growth emerging markets. By focusing on gender inclusion and the impact of telecommuting, generational preferences and managerial support, we contribute to mechanisms for sustainable labor as an economic and social concept.

This article aims to explore the relationship between age and emotional intelligence, as the latter emerges as essential to professional performance and an individual’s ability to adapt to an ever-changing world. The study examines the emotional intelligence of Bulgarian digital entrepreneurs from different generations.

The developed methodology for studying the emotional intelligence of digital business owners is based on Daniel Goleman’s model of emotional intelligence. The sample consists of 1,175 participants; the statistical error for the studied population is 2.8%. The demographic groups covered by the study are as follows: 1965 (Baby Boomers); 1965–1979 (Generation X); 1980–1995 (Generation Y); and 1995 (Generation Z). Data were collected using an anonymous form and subsequently analysed.

The comparison between the different generations of Bulgarian digital entrepreneurs reflects an increasing trend with age in the ability to exercise and apply emotional intelligence. The findings also show that although emotional intelligence is seen as the result of five components – self-awareness, self-regulation, motivation, empathy and social skills, the predominance of only one of these competencies does not guarantee high emotional intelligence. At the same time, self-awareness stands out as an ever-evolving component of emotional intelligence.

This paper integrates the concept of the development of emotional intelligence with age and confirms that general emotional intelligence may increase with age. Therefore, the study adds value to the literature on entrepreneurship, organisational behaviour and human resource management.

The aim of this research paper is to present a new model of innovation management under the approach of anticipatory collective intelligence strategies to improve the innovation capacity of products and business processes. The paper presents a case study of Café Galavis, one of the oldest family-owned companies in the Colombian coffee sector.

A descriptive mixed-methods research design was used. Ten experts and the general manager of the organization were interviewed using a semi-structured format. Additionally, a creativity and innovation workshop were conducted with the participation of 140 young people between the ages of 21 and 28. The traditional product of the company was evaluated using the SCAMPER technique. On the other hand, a strategic approach was taken to address the complex problem. This involved conducting a bibliometric analysis using Vosviewer software, prioritizing key variables and actors’ game through MICMAC and MACTOR software, seeking expert judgment, conducting morphological analysis, generating scenarios under the Peter Schwartz axes and designing a strategic plan.

The paper presents a new approach to developing innovation processes by connecting foresight and the SCAMPER technique as a strategy for anticipatory collective intelligence. Furthermore, it was found that the use of these methods enhances the innovation capacity of both products and business processes. Organizations can implement this model to create plans with disruptive and sustainable horizons.

The paper presents methods to enhance the adoption and performance of innovation in companies through collective anticipatory intelligence and the use of digital tools.

This paper proposes a novel approach to combining two future methods to promote innovation. This study makes a theoretical and practical contribution to the field of foresight.

This study aims to explore the phenomenon of “Quiet Quitting” from the perspective of employers in the Dominican Republic, particularly in the context of changes brought about by the COVID-19 pandemic.

From a qualitative approach, based on methods of Grounded Theory, in-depth interviews were conducted with managers from various sectors. The data were analysed using open, axial and selective coding techniques to identify emerging themes.

The study identifies four main scenarios contributing to quiet quitting: Social Disconnection, Stress and Anxiety, Re-evaluation of Priorities and Changes in Job Expectations. These factors indicate a significant shift in the employee–employer relationship post-pandemic.

The exploratory nature of this study limits its generalizability.

Organizations can mitigate quiet quitting by implementing flexible work policies, promoting work-life balance and enhancing communication between supervisors and employees.

Addressing quiet quitting can lead to improved employee well-being, higher productivity and a more positive work environment.

To the best of the authors’ knowledge, this research is the first to examine quiet quitting in the Dominican Republic from the employers’ perspective, providing unique insights into this understudied phenomenon in the region.

Este estudio explora el fenómeno de la “Renuncia Silenciosa” desde la perspectiva de los empleadores en la República Dominicana, particularmente en el contexto de los cambios provocados por la pandemia de COVID-19.

Desde un enfoque cualitativo, basado en métodos de la Teoría Fundamentada, se realizaron entrevistas en profundidad con gerentes de varios sectores. Los datos se analizaron utilizando técnicas de codificación abierta, axial y selectiva para identificar temas emergentes.

El estudio identifica cuatro escenarios principales que contribuyen a la renuncia silenciosa: Desconexión Social, Estrés y Ansiedad, Reevaluación de Prioridades y Cambios en las Expectativas Laborales. Estos factores indican un cambio significativo en la relación empleado-empleador postpandemia.

Las organizaciones pueden mitigar la renuncia silenciosa implementando políticas de trabajo flexible, promoviendo el equilibrio entre vida laboral y personal, y mejorando la comunicación entre supervisores y empleados.

Abordar la renuncia silenciosa puede llevar a un mayor bienestar de los empleados, mayor productividad y un entorno laboral más positivo.

Esta investigación es la primera en examinar la renuncia silenciosa en la República Dominicana desde la perspectiva de los empleadores, proporcionando perspectivas únicas sobre este fenómeno poco estudiado en la región.

Este estudo explora o fenômeno da “Abandono Silencioso” a partir da perspectiva dos empregadores na República Dominicana, particularmente no contexto das mudanças provocadas pela pandemia de COVID-19.

A partir de uma abordagem qualitativa, baseada nos métodos da Teoria Fundamentada, foram realizadas entrevistas aprofundadas com gerentes de vários setores. Os dados foram analisados usando técnicas de codificação aberta, axial e seletiva para identificar temas emergentes.

O estudo identifica quatro cenários principais que contribuem para a demissão silenciosa: Desconexão Social, Estresse e Ansiedade, Reavaliação de Prioridades e Mudanças nas Expectativas de Trabalho. Esses fatores indicam uma mudança significativa na relação empregado-empregador após a pandemia.

As organizações podem mitigar a demissão silenciosa implementando políticas de trabalho flexíveis, promovendo o equilíbrio entre vida pessoal e profissional e melhorando a comunicação entre supervisores e funcionários.

Abordar a demissão silenciosa pode levar a um maior bem-estar dos funcionários, maior produtividade e um ambiente de trabalho mais positivo.

Esta pesquisa é a primeira a examinar a demissão silenciosa na República Dominicana a partir da perspectiva dos empregadores, fornecendo insights únicos sobre esse fenômeno pouco estudado na região.