Volume 85 (2021): Edizione 1 (June 2021)

The article aims to: 1) assess young people’s general perception of happiness at work; 2) identify their most important features of happiness at work; 3) highlight the impact of demographic factors on expectations. The results of the study revealed that the most important features of happiness for young people in Lithuania are as follows: communication with colleagues, independence in achieving one’s goals and matching the organizational activities with the employees’ values; whereas demographic factors do not affect the expectations of happiness at work.

The aim of this paper is to conceptualize the theoretical quadruple helix model in the field of digital inclusion. It explores the literature on digital inclusion issues, stakeholder’s roles and investigates the main features of the quadruple helix model and its application possibilities in the digital inclusion context. Building on the findings of this literature review, the theoretical quadruple helix model for digital inclusion is proposed. This paper contributes to the literature on digital inclusion and lays a conceptual basis for further theoretical and empirical research in this field.

The results of the studies that examine the link between organizational aspects and employees’ workaholism are scattered and far from consistent. Therefore, the principal purpose of the current paper is to systematically review the scientific literature on the relationship between organizational factors and employees’ workaholism.

The paper aims to highlight the relevance of complexity theory application to organizational career management processes and systems. This perspective enables to reveal and analyse the employees’ career management challenges faced by organizations in the context of high complexity. The study shows that organizations strive for a flexible and adaptable workforce while employees seek to increase their employability and competitiveness in organizations and in the labour market. Consequently, the role of current organizations in the context of complexity in employees’ career management is to help them to sustain and grow their career potential thereby strengthening their own competitive advantage.

The digital transformation of industry is driving the advance of agile work structures and, in particular, home office working. This article examines the question of what effect the physical distance of employees from the company has on its productivity and innovation potential, and what challenges are posed to a remote leadership.

During the Fourth Industrial Revolution, the digital transformation revolutionised both individual organisations and entire industries. One such advanced technology is Robotic Process Automation (RPA). However, organisations do not always make the progress by using the RPA to increase the efficiency of their business processes. The scientific sources lack the synthesis of Process Management (PM) and RPA and insights into their interrelationship. This article aims to fill the gap in the systematic analysis of interrelations between PM and RPA from a managerial perspective by identifying less researched areas and formulating insights and recommendations for future research.

This paper analyses the usage of cause-related marketing to build good corporate reputation by empirically evaluating and comparing it from the view of customers. After conceptualization of theoretical insights on the use of cause-related marketing, while building good corporate reputation, there are presented research results from the point of view of customers on cause-related marketing to build good corporate reputation.

Knowledge and innovation are two inseparable topics in the literature on knowledge management or innovation. Most often, when scholars write about knowledge management, they refer to innovation as the key objective. Some argue that using the knowledge available beyond a firm’s boundaries (open innovation) leads to increased innovativeness, while others talk of the knowledge-creating firm. However, current literature provides us with limited insights on how the innovation team deals with externally developed knowledge or how it comes into the innovation creation process. Managing teamwork innovation endeavours in technology development is challenging since the outcome is often uncertain as well as inputs along that path. This paper attempts to open the backbox of open innovation and suggests that innovating teams entwine externally developed knowledge through the process of dealing with not-knowing.