The article explores the concept of digital culture as a key component for organizations seeking sustainable development and competitive advantage in today's rapidly evolving business landscape. It delves into how embracing a digital culture within an organization can lead to enhanced efficiency, innovation, and overall performance. By fostering a culture that values digital skills, collaboration, and adaptability, companies are better equipped to navigate challenges and leverage opportunities in the digital age. There's no denying that there has been a noticeable increase in interest in recent years for solutions that support the sustainable development of organizations. In such a context, a key factor for increasing the efficiency of these processes is effective change management and its detailed knowledge. The management of human resources is affected by these management relationships, which guide it toward the strategic prioritizing of particular areas. However, given the evolving importance of technology and all of its associated aspects and activities, it is necessary to concentrate on identifying a new management paradigm, or digital culture. This is where we should also include the tendency, the primary driving force behind the changes, to be expressed in the understanding that increases in an organization's effectiveness have a direct connection to the human factor, and from there to innovative practices, talent management, motivational policies, and other aspects of personnel management. Therefore, in the search for sustainable development policies, human resources should be considered as organizational capital.

The past ten years have been among human history's busiest and most difficult. Global crises like COVID-19, wars, political instability, the emergence of artificial intelligence, the captivating influence of social media and the Internet, the shifting role of consumers, particularly with the arrival of Generation Z. These and an array of other elements are necessary conditions for the search for new solutions, particularly when it comes to giving women equal rights and opportunities in their capacity as both active participants in these processes and their position as a balancer. The focus of this chapter is on how corporate social responsibility and leadership function together to empower women to participate in social processes actively. The overarching concept of the development promotes and elaborates on the thesis that, to ensure the harmonious and sustainable growth of society, it is imperative to identify and implement leadership practices related to socially responsible practices that will bolster and underscore the significance of women's empowerment in the society.

This chapter introduces an integrated conceptual model that combines Corporate Social Responsibility (CSR), emotional intelligence, and storytelling as important drivers for building a green organizational culture and strengthening sustainable HR practices. This chapter explores how motivation and emotional engagement contribute to the development of pro-environmental behaviors in the workplace, and how authentic corporate narratives can reinforce sustainability-oriented values. The proposed Green Motivation 4.0 model demonstrates how HR managers can leverage emotionally intelligent leadership and CSR initiatives to enhance employee engagement, innovation, and environmental awareness. To illustrate the practical relevance of the model, the chapter presents comparative insights from Bulgaria and Sri Lanka – two countries with distinct cultural and economic contexts but a shared commitment to sustainable development.

In the theory, there are different paradigms that determine the nature of the corporate image, as well as the processes of its building, enforcement and management. Corporate image is one of the important factors for improving the competitiveness of enterprises. The structure of the corporate image is generally made up of the internal and the external image of the organization. The aim of the article is to study and analyze the corporate image of Bulgarian wine producers (in the top 20 according to the ranking of DiVino.bg) as a factor in increasing competitiveness.

Depending on the objective of assessing the competitiveness of wine-producers, different methods can be applied. Methods for assessing the competitiveness of enterprises in the wine sector may be based on one or several indicators, on one or several parameters. Тhe factors most influencing the competitiveness of wine producers are: terroir, quality and price of wines, productivity, financial stability, growth, innovation, production and marketing flexibility, corporate image, advertising, adaptability to the market, etc. Ranking wine producers based on their competitiveness is essential to properly assess and analyse the state and position of each at a particular point in time, judging the outcomes of past events on this basis and laying a good foundation for planning future efforts. The aim of the article is to study the methods and methodology for analysis and assessment of competitiveness of wine producing enterprises.

This chapter explores emotional intelligence (EI) as a driver of migrant entrepreneurial adaptation in changing socio-economic environments. Migrant entrepreneurs face challenges related to cultural adaptation, communication barriers, unfamiliar institutions, limited networks, and access to resources. The chapter examines how EI competencies, including self-awareness, self-regulation, motivation, empathy, and social skills, can support resilience, intercultural communication, relationship building, leadership, and business sustainability. EI is considered an adaptive resource interacting with cultural intelligence, social capital, and institutional conditions. The analysis also addresses sustainable HRM, well-being, labour market inclusion, and social integration. Selected practices from Bulgaria, Slovenia, and Bosnia and Herzegovina illustrate different approaches to migrant integration and entrepreneurship support.