First-year students undergo several transformations like the transition from high school to university schedules, teaching methods, and discipline specificities to social changes that come with meeting new colleagues or moving to other locations far from family and friends. The COVID-19 outbreak brought additional concerns and uncertainties once educational systems implemented distance learning schemes for public health management. Nevertheless, higher educational organizations preferred to implement hybrid approaches for student engagement motivation and high dropout rate avoidance. In Romania, such an educational system has been applied with caution. Since the pandemic needs to be understood as an opportunity for adaptation and education improvements, the purpose of the present paper is to uncover lessons learned and to develop a systematized model based on students’ perception regarding face-to-face, online and hybrid systems. For this reason, a grounded theory approach has been preferred. Thus, 149 Romanian students enrolled in the first year in engineering specialities with ages between 18–26 years both male (50.3%) and female (49.7%) have answered the research questions in an online environment due to pandemic restrictions. Based on the online asynchronous student interviews, 220 codes and a further 13 categories have been developed. After a pertinent analysis of the relationships between categories and relevant literature sorting, a theoretical model for the Romanian higher educational current pandemic situation has been proposed. The main face-to-face and online education characteristics are outlined, the hybrid approach becoming a bridge between the two systems. Management implications are outlined together with further research directions.

The concept of academic spin-off (AS) has witnessed an increase in attention due to its effectiveness in solving industry problems using core technology and knowledge from academia. Most studies based on US and western Europe experiences have presented the main key factors for academic spin-offs. The present study aims to address a literature gap regarding AS survival factor identification for central and eastern European countries, to relate resource groups with these key factors from a literature perspective, and to statistically investigate the long-term performance of academic spin-offs in Romania, an eastern European country that has only recently understood the opportunity academic spin-offs offer for national and regional development. Since EU programs are setting the scene for AS development, this research brings new insights for university strategic management to achieve sustainable regional growth by proposing a novelty spin-off key factor specific to central and eastern European countries: team competency in accessing government funds. Since these emerging economies face similar challenges regarding AS formation and development, statistical evidence from Romania is insightful and valuable. Data were collected on Romanian AS companies founded from 2006–2010, and eleven survival factors were investigated within a quantitative survey to understand which had a significant impact on AS performance. By using Pearson’s correlation matrix and a Cobb–Douglas nonlinear regression model, this study validated two research hypotheses that, in Romania, the quality of scientific support received from a university or research center during the development of a product and the competency of a team in accessing government funds were the most important factors having nonlinear influences on AS performance. Their positive and negative influences were furthermore discussed, and managerial implications were outlined.

During the COVID-19 pandemic, due to the high infection rates, in some periods, a hybrid or totally online educational system was used. In both types of fully online and hybrid educational processes, the need for online educational platforms arose. This research aims to provide a comparative overview of the expectations for these platforms using the responses of two successive generations of students as input by applying the Kano methodology. Furthermore, this article performs a Fong test as a relevance check to identify the features for which the Kano analysis results are statistically significant. The results of the analysis show that the expectations of students are more related to the features that describe their access to administrative resources and the technical-related features. This can be explained through a permanent need, independent of the chosen educational system (i.e., face-to-face, fully online, or hybrid) and their field of study. The use of virtual reality (VR) technology in creating laboratory experimental lessons is identified as the only possible mechanism, from the proposed features in the engagement category, to keep students engaged during periods when fully online and hybrid educational processes are needed.

In the current business environment, problem-solving remains a critical and highly relevant skill for achieving customer satisfaction especially in the context of digitalization and industry 4.0 and a strong requirement from IATF 16949. In the present paper, a comprehensive analysis of existing problem-solving models is conducted, examining their strengths, limitations, and applicability in the manufacturing companies. By drawing insights from traditional methodologies, as already addressed in the scientific literature, such as Six-Step Model A3 methodology, 8 Disciplines, Six Sigma, the Cynefin Framework, Kepner-Tregoe Methodology and 5P (Principles) for Problem Solving, a new and integrative model designed to address the shortcomings identified in current approaches is created. This innovative framework, named “Synchronous Model” (Greek word for modern) synthesizes key elements from diverse models, offering a more adaptable solution to complex and modern problem-solving challenges. Emphasizing its potential for business digital transformation, we discuss how the proposed model fosters efficiency, agility, and strategic decision-making within organizational settings. This research not only contributes to the theoretical understanding of problem-solving methodologies but also provides valuable insights for practitioners seeking innovative approaches to address challenges in their respective industries, for which the current methods are either not sufficient or too complex. The integration of “Synchronous Model” is meant to elevate problem-solving practices, offering a transformative impact on business operations and strategic decision-making, all in the benefit of the customer.

More and more corporations are adopting a hybrid work style in which employees can work both at the office and at home. The popularity of the hybrid workplace is a result of the Covid-19 pandemic crisis and one of the components of the hybrid work mode is the internal organizational communication platform without which the hybrid work mode could not exist However, internal platforms for corporate online organizational communication are not tailored to the needs of employees. Thus, this study outlines the characteristics that an internal communication platform between employees of a corporation must have to meet their needs. To find out which characteristics are important for the employees of a corporation, adequate data has been collected using a Kano questionnaire distributed online and analysed with the Kano quantitative method. The main result of the research is that the characteristics of the communication platform between employees must focus on meeting their psychological needs (e.g., the need for socialization, for recognition, to be motivated, etc.). The present paper provides a new perspective on how to communicate in organizations, focusing on the psychological needs of corporate employees since in the new hybrid era, meeting these needs with the help of online organizational communication is more important than technical attributes.

The main objective of the paper is to identify if SMEs managers undertake marketing activities (in the sense of having a responsible employee or a department for marketing activities) out of need (in the sense of competitiveness level in the market) or starting from available resources (financial and human assets). Therefore to shed some light on this nexus, the authors analyze the relationship between who has the responsibility of marketing activities within SMEs, its size (in terms of financial and human assets) and business sector. However, even if we find no generalized model, the paper still rises awareness for academics and practitioners, that SMEs need simplified marketing tools/applications (regardless of their level of financial and human resources and field of business) for coping with the continuously growing market competitiveness