The European Union (EU) has positioned itself as a global leader in digital regulation, with landmark frameworks such as the Digital Services Act (DSA), the Digital Markets Act (DMA), and relevant AI Act. These initiatives reflect the EU’s ambition to balance technological innovation with consumer protection, market fairness, and digital sovereignty. Yet, a growing body of research suggests that the EU may be lagging its global competitors—namely the United States and China—when it comes to scaling high-growth digital enterprises and attracting investment in frontier technologies. This study investigates the paradox of regulation versus innovation in the EU by comparing key performance indicators such as R&D investment, venture capital availability, and digital innovation output with those of the U.S. and China. Drawing on datasets from WIPO, the OECD, IMF, and the World Bank, the paper incorporates both cross-sectional and longitudinal analysis to assess the EU’s digital trajectory. Findings suggest that while the EU excels in institutional frameworks and research output, structural barriers—such as regulatory fragmentation and underdeveloped capital markets—limit its global competitiveness. The article concludes by discussing policy implications and the need for adaptive governance to maintain Europe’s digital leadership.

This article explores the challenges and opportunities of cultural intelligence (CQ) and communication training in remote work settings. With the increasing prevalence of virtual work, understanding and managing cultural differences have become crucial for effective collaboration. The study reviews the literature on CQ, emphasizing its importance in fostering communication, building trust, and ensuring successful teamwork in globally dispersed teams. It also addresses the role of emotional intelligence and intercultural skills in enhancing remote work dynamics. The findings highlight the need for tailored training programs to develop these competencies, considering different virtual teams' unique needs and dynamics. By integrating CQ into remote work strategies, organizations can improve team cohesion, performance, and effectiveness in a globalized work environment.

The rise of digital nomadism — individuals who leverage digital technologies to work remotely while traveling — represents a new form of migration that challenges traditional boundaries between work, mobility, and residence (Hannonen, 2020; Mancinelli, 2025). As the global digital nomad population grows exponentially (MBO Partners, 2022), it demands new migration frameworks capable of addressing the needs of location-independent workers. Digital nomad visas (DNVs) have emerged internationally as institutional responses to this phenomenon, facilitating regulated mobility while fostering economic opportunities (Farrell, O'Sullivan, & O'Brien, 2023). This study investigates the current status of DNV initiatives within MERCOSUR, employing a qualitative analysis of official websites and migration policy documents. Despite MERCOSUR’s foundational goal of promoting free movement (Brumat & Acosta, 2019), there is no unified legal framework for DNVs, resulting in regulatory inconsistencies and limited public communication. While Brazil, Argentina, and Uruguay have introduced DNV programs with common criteria, Paraguay has yet to implement a specific initiative. A benchmarking comparison with the European Union’s coordinated policy discussions (European Migration Network, 2021) highlights the critical role of formal communication and harmonization in managing contemporary migration flows. Using the conceptual lenses of regionalism and regionalization (Hettne, 2005; Mansfield & Solingen, 2010), the study argues that MERCOSUR’s fragmented approach to digital nomadism reveals broader challenges in adapting migration governance to the realities of digital mobility and networked work.