In the contemporary business environment, startups have emerged as significant employment contributors, particularly in mature startup ecosystems, such as the United States. However, Europe, with a particular focus on Slovenia, represents an unexplored avenue in this area. As startups make the transition to scaleups, they face numerous challenges. Our study aims to comprehend the dynamics that affect startups during this crucial phase, focusing on the relationship between entrepreneurial motivations, the startup ecosystem, and their strategic adaptability. We undertook a primary survey among Slovenian startup and scaleup companies, and we utilized factor and regression analysis as the primary tools for conducting a thorough data analysis. The research underscores the symbiotic relationship between tailored business strategies, innovation, and growth challenges. To achieve successful transition from startup to scaleup, it is a strategic necessity for businesses to harness their innovative capacities. Our research pioneers the inclusion of Slovenia within the European startup landscape, providing insight into the unique challenges and opportunities inherent to the region. The findings advocate for a holistic approach in the startup ecosystem, reinforcing the significance of a multifaceted support system for these budding enterprises.

The purpose of this article is to provide an insight into the specifics of social entrepreneurship in different business environments. The article, therefore, examines selected characteristics of social enterprises, namely social value, innovations, and market activities. In addition, differences in the start-up and operational phases of social enterprises were measured. Social enterprises must operate in a specific business context, which essentially hinders or promotes social entrepreneurship. As culture differs between north-western and south-eastern Europe, it is important to examine the differences in social entrepreneurship between these two groups of countries. To analyze the proposed characteristics, we used the latest data from the Global Entrepreneurship Monitor special report on social entrepreneurship. The results indicate that there exist differences in social impact measurement between observed groups of countries. Additionally, we confirmed differences between the observed groups of countries in terms of innovations and market activity of social enterprises in the operational phase. Our results also suggest that social entrepreneurship is more developed in north-western European countries than in south-eastern ones, with some elements in the north-western countries being more noticeable in the operational phase compared to the start-up phase.

This study has highlighted the need for an agile work environment to enhance companies’ performance, growth, and sustainability. In today’s rapidly changing business world, the goal of every individual and team in a company should be to deliver value to customers. The paper highlights theoretical and empirical evidence on the importance of an agile work environment and its positive effect on company performance. In addition, the paper provides insights into the important concept of developing an agile work environment and offers a conceptual model with five selected constructs, which can be leveraged to build an agile mindset in companies. Moving away from traditional leadership models, this paper highlights the significant role that agile leadership can play in enhancing effectiveness and performance, even in long-established large companies. The empirical research was based on 468 randomly selected medium and large Slovenian companies. Structural equation modelling (SEM) was used to test the model. The empirical results show that changing and adaptive agile companies are the ones that thrive more easily in an environment that is unpredictable and characterized by rapid change.

This article presents the findings of a survey conducted in Slovenia, encompassing a random sample of 275 enterprises, to analyze the factors influencing the transition to an agile approach, the AI-supported organizational culture, AI-enabled workload reduction, and AI-enabled performance enhancement in small and large enterprises. The study investigates whether there are statistically significant differences between small and large enterprises in Slovenia regarding these aspects. These findings provide valuable insights into the distinct perspectives and priorities of small and large enterprises in Slovenia regarding agility and the adoption of AI technologies. The results highlight areas where small businesses may need additional support or targeted strategies to fully leverage the benefits of agility and AI. Policymakers and industry leaders can utilize these findings to promote tailored approaches that enhance agility and facilitate effective AI integration in both small and large enterprises, ultimately contributing to the growth and competitiveness of the Slovenian business landscape.

Managing older employees is a major challenge for companies, especially during COVID-19. Therefore, creating a healthy and entrepreneurial work environment as well as an inclusive culture within organizations is crucial for companies to maintain their sustainable advantage. The main objective of this paper is to develop a multidimensional model of a healthy and entrepreneurial work environment for older employees and determine its impact on their work engagement during COVID-19. Structural equation modeling was used for data analysis. The results show that workplace health promotion, entrepreneurial working conditions, and leadership lead to better well-being of older employees. In addition, entrepreneurial working conditions that promote intergenerational synergy lead to higher work engagement of older employees, especially during the COVID-19 pandemic. For the elderly, the entrepreneurial work environment is therefore particularly important, even though entrepreneurship is mostly attributed to younger men. In addition, older employees’ well-being and the promotion of intergenerational synergy have a positive impact on their work engagement. The results will help companies better manage their older employees, shape their workplace, and increase the sustainable benefits of their businesses during and after the COVID-19 crisis.

As artificial intelligence (AI) becomes embedded in entrepreneurial practice, an unresolved question is whether age shapes founders’ perceptions of its opportunities and risks. Drawing on diffusion-of-innovations and technology adoption theories, this study examines whether age cohorts differ in their perceived benefits of AI, perceived risks, and short-term expectations regarding AI’s business impact. Using data from the 2024 Global Entrepreneurship Monitor (GEM) survey for Slovenia, we analyze ordinal indicators across all three domains. Bivariate comparisons using Mann–Whitney U tests with effect sizes are complemented by multivariate ordinal logistic regression models controlling for sector, education, and gender. The analysis reveals an asymmetrical age gap in AI perceptions. Younger entrepreneurs report higher perceived benefits and more positive impact expectations, while AI-related risk perceptions do not vary by age. Multivariate analyses show that age effects on perceived benefits are context-dependent, whereas age remains a robust predictor of future-oriented impact expectations. The study offers a theoretically grounded and methodologically transparent analysis integrating technology adoption frameworks with entrepreneurial psychology. Practically, it underscores the need for differentiated AI-readiness initiatives that address age-related differences in strategic orientation and preparedness. Future research could further explore the roles of capabilities, industry context, and entrepreneurial experience.