<abstract xmlns="http://www.w3.org/1999/xhtml">

The change caused by Industry 4.0 (I4.0) has fundamentally changed our lives and operations of organisations. The objective of the article is to reveal whether I4.0 implementation supports human workforces, knowledge sharing and knowledge storage in case of Hungarian small and medium-sized enterprises (SMEs). The data were obtained from 122 completed questionnaires out of 152 requests. The analysis is based on quantitative methodology, relationship analyses (Cramer’s V) were used. The study was conducted in 2021 with the participation of Hungarian SMEs’ leaders. Based on the results it can be concluded that the implementation of I4.0 technologies supports human workforces in SMEs. In addition, our study reveals that collaborative technologies and social media were implemented to support knowledge sharing in SMEs. At the same time, knowledge storage is not the primary purpose of implementing I4.0 technologies in SMEs. From a theoretical perspective, it contributes to enriching the empirical evidence on implementing I4.0 technologies and their impact on supporting human resources. From a practical point of view, the research identifies those I4.0 technologies that support SMEs in knowledge sharing. Collaborative technologies and social media can be implemented in order to advance the fields of Collaboration, Communication and Connecting. The originality of our research is given by the fact that, to the best of our knowledge, this is the first study that examines the aspects of I4.0 technologies in terms of human resource and knowledge sharing and storage in Hungarian SMEs.
</abstract>

Examining Industry 4.0 through the lens of human resource and knowledge management: Implications for SMEs

<abstract xmlns="http://www.w3.org/1999/xhtml">

The popular mindset and widespread narrative, at least until not so long ago, was that in outer space affairs the fiefdom belongs, politically and economically, to governments and big businesses. An array of alliances between few states and their privileged partners from the corporate world constituted the highly exclusivist space ecosystem. Little room was supposed to be available to non-full-fledged spacefaring nations and enterprises originated from them, a configuration furthermore jammed by the fact that international agreements – i.e., the “Outer Space Treaty” (1967) an the “Moon Treaty” (1979) – seem to be rather dismissive of extensive exploitation of celestial bodies, adding to the already prohibitive costs of such endeavours if legitimized. Devoted mainly to scientific exploration paired with exploitation only of planetary proximities – viz., the large satellite population orbiting the Earth, with their support and serviced industries, all estimated at half a trillion dollars –, the space economy, in its high-tech dimension, steadily democratized itself, becoming more competitive, and collaborative too, opening up to small and medium enterprises (SMEs), many coming from emerging spacefaring nations. The literature covering SMEs contribution to the development of the space economy is on track of consolidation, as the process itself is unfolding, with data covering only the most powerful space players (e.g., US, EU). Valuable insights are added starting from the common wisdom that institutions (channelling economic information and incentives) are the main drivers in space development, rather than business size, even more in a competitive- collaborative global economy. A case study is dedicated to the Romanian experience (that of a relatively new and little player in European/global space affairs). A conclusion is that in an economy of unbounded creativity and borderless capital, visionary enterprises, big or small, fit even into the space industry value chains, if a pro-market, pro-business climate is secured.
</abstract>

Small and medium enterprises shooting for the stars: what matters, besides size, in outer space economy?

<abstract xmlns="http://www.w3.org/1999/xhtml">

Social entrepreneurship is a relatively new concept in Estonia and measuring the social impact of enterprises is not yet the norm. It has gained more awareness during recent years and therefore several support instruments have been established. The aim of the paper is to provide a framework for impact analysis of an incubator and analysis of the evaluation of the program for social enterprises according to the designed framework. The incubation program itself was piloted at a higher education institution. The paper addresses the concept of social enterprises, new social venture creation, incubation by a higher education institution and its impact on social enterprises. While the development of enterprises is a common topic, the research on social impact incubators is still scarce. The study is characterised by a descriptive and an exploratory study design. The paper explores the social enterprise incubator through mixed-method two-stage content analysis of the applications and self-analysis reports of the participants of the incubator. In the process of the content analysis, qualitative data analysis is used. Finally, the paper concludes that the incubator was successful as it helped the social enterprises to become sustainable and enhanced their social impact. The limitation of the research is the evaluation design which addresses measuring the successfulness of the incubation immediately after the end of the programme and not in the long-term. The study contributes to the literature on measuring the successfulness of incubation processes and on the practice of incubating new social ventures with social impact.
</abstract>

Towards an understanding of how a higher education institution can enhance the impact of social enterprises through incubation

<abstract xmlns="http://www.w3.org/1999/xhtml">

Under the sustainability domain, food waste is a significant global challenge receiving growing attention. The management of household food waste which relies heavily on landfilling, is predominantly ineffective and unsustainable. To implement sustainable food waste management, an understanding of the individual behaviour is needed since psychological effects often undermine technological solutions. This study direct its investigation on urban households’ sustainable food waste management behaviour by extending the Theory of Planned Behaviour. An online survey was utilized for data collection. Using Partial Least Squares Structural Equation Modelling, assessments were made on the determinants of intention and behaviour of 520 households in the Klang Valley. The analysis support two factors that influence attitude positively, while five factors positively influence intention to implement best practices of reusing leftovers, separating household waste, and doing home composting. However, although the households have positive intentions, yet their composting practices seem to be the least adopted compared to the other sustainable elements. Addressing the lack of participation requires a holistic approach via dissemination of educational materials, social media coverage, and awareness campaigns. It is also suggested that composting be incentivized and be included in reward schemes similar to recycling. This study paves the way to enhance understanding of the factors to adopt sustainable food waste management among households in the urban areas. The findings provide insights for policy makers and other stakeholders on what type of information to consider when designing effective food waste management campaigns and urban development strategies, supporting the opportunity for consumer behavioural change.
</abstract>

Antecedents of sustainable food waste management behaviour: Empirical evidence from urban households in Malaysia

<abstract xmlns="http://www.w3.org/1999/xhtml">

The COVID-19 pandemic has forced education institutions to adapt by using online tools to continue teaching when distancing was required. While the pandemic has had a negative effect on education, online learning has proven to be better than learning alone. This new paradigm shift in the way teaching can be delivered has paved the way for online classes to be taken in consideration outside of the pandemic. For countries which have a poor infrastructure in some regions, that makes it hard for all children to arrive to school daily, especially during harsh winters, online teaching could be used to offer continuous learning to all students. It can also continue to be used in some cases where classes cannot be attended due to illnesses. It is relevant to further study the impact of online learning within different schools from different regions, and to recognize the shaping factors for online teaching. The present study was based on a survey, in which 522 teachers from different categories of schools participated. Differences between the teaching processes during the pandemic have been studied based on the school’s funding (public or private), the region the school is based in, and the level of education that teachers provide. Results have highlighted differences based on all the studied categories.
</abstract>

A nexus analysis of the online teaching context in Romanian schools

AHEAD OF PRINT

Volume 19 (2024): Issue 1 (March 2024)

Volume 18 (2023): Issue 4 (December 2023)

Volume 18 (2023): Issue 3 (September 2023)

Volume 18 (2023): Issue 2 (June 2023)

Volume 18 (2023): Issue s1 (December 2023)

Volume 18 (2023): Issue 1 (March 2023)

Volume 17 (2022): Issue 4 (December 2022)

Volume 17 (2022): Issue s1 (October 2022)

Volume 17 (2022): Issue 3 (September 2022)

Volume 17 (2022): Issue 2 (June 2022)

Volume 17 (2022): Issue 1 (March 2022)

Volume 16 (2021): Issue 4 (December 2021)

Volume 16 (2021): Issue 3 (September 2021)

Volume 16 (2021): Issue 2 (June 2021)

Volume 16 (2021): Issue 1 (March 2021)

Volume 15 (2020): Issue 3 (September 2020)

Volume 15 (2020): Issue s1 (October 2020)

Volume 15 (2020): Issue 4 (December 2020)

Volume 15 (2020): Issue 2 (June 2020)

Volume 15 (2020): Issue 1 (March 2020)

Volume 14 (2019): Issue 4 (December 2019)

Volume 14 (2019): Issue 3 (September 2019)

Volume 14 (2019): Issue 2 (June 2019)

Volume 14 (2019): Issue 1 (March 2019)

Volume 13 (2018): Issue 4 (December 2018)

Volume 13 (2018): Issue 3 (September 2018)

Volume 13 (2018): Issue 2 (June 2018)

Volume 13 (2018): Issue 1 (March 2018)

Volume 12 (2017): Issue 4 (December 2017)

Volume 12 (2017): Issue 3 (September 2017)

Volume 12 (2017): Issue 2 (June 2017)

Volume 12 (2017): Issue 1 (March 2017)

Volume 11 (2016): Issue 4 (December 2016)

Volume 11 (2016): Issue 3 (September 2016)

Volume 11 (2016): Issue 2 (July 2016)

Volume 11 (2016): Issue 1 (April 2016)

Volume 10 (2015): Issue 4 (December 2015)

Volume 10 (2015): Issue 2 (September 2015)

Volume 10 (2015): Issue 1 (June 2015)

Management & Marketing

 Management &amp; Marketing aims to publish theoretical, empirical, survey, resource and case-based scientific research on business that demonstrates academic or practical relevance. It focuses on the intersection between marketing and other aspects of management, including but not limited to strategic marketing, digital advertising, consumer psychology, innovations, social networks, information systems, operations management, product design, economics, finance and privacy. It serves scholars, educators, analysts, managers, consumers, policy makers and other societal stakeholders.   Management &amp; Marketing is a high-quality open access double-blind peer reviewed international journal and publish research paper in the field of: Business, Marketing, Economics, Financial Development, Accounting, Banking, Management, Human Resources, Entrepreneurship.   The journal, founded in 2006, represents a project of the professional organization Society for Business Excellence. Currently, the Editor in Chief is Alina Mihaela Dima, professor at the Bucharest University of Economic Studies. The Scientific Committee is represented by professors with high academic reputation at international level.   Our partnership with De Gruyter publishing house supports increasing the journal’s performance and a greater visibility offered by the content distribution and marketing services, together with the De Gruyter platform and all its functionalities that significantly contribute to the international impact.   The international journal is indexed in Web of Science (ESCI) and Scopus and other relevant international databases.   Rejection Rate    70%      Archiving   Sciendo archives the contents of this journal in Portico - digital long-term preservation service of scholarly books, journals and collections.   Plagiarism Policy   The editorial board is participating in a growing community of Similarity Check System's users in order to ensure that the content published is original and trustworthy. Similarity Check is a medium that allows for comprehensive manuscripts screening, aimed to eliminate plagiarism and provide a high standard and quality peer-review process.     Open access and publication fees　   This journal provides immediate open access to its content under the Creative Commons BY 4.0 license. Authors who publish with this journal retain all copyrights and agree to the terms of the CC BY 4.0 license: creativecommons.org/licenses/by/4.0/   Management &amp; Marketing requires a 50 euro fee for manuscript submission, and a processing fee in case the manuscript is accepted for publication (the fee is 400 euro, regardless the type of manuscript). All other costs are being supported by the Society for Business Excellence.　   Publication timeline　   The editors of the journal accept manuscript submissions all year round, and the four yearly issues appear according to the following schedule: 1st issue – March   2nd issue – June   3rd issue – September   4th issue – December   Authors should be aware that, most of the times, a single manuscript passes through two peer-review processes separated by a period necessary for improving the content, which can translate into 4-6 months before obtaining a final answer, and the paper can enter publication during a time span of 4-12 months.       Making an Article Submission     Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere. All manuscripts are thoroughly refereed through a double-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Authors Guidelines page.　     Please visit the Authors Guidelines page before submitting a manuscript. Management &amp; Marketing requires a 50 euro submission fees for manuscript submission, and a processing fee in case the manuscript is accepted for publication (the fee is 400 euro, regardless the type of manuscript). Submitted papers should be well formatted and use good English. 