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Administrative Sciences
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Navigating the Challenges: Entrepreneurship and Leadership in the Modern Global...
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Navigating the Challenges: Entrepreneurship and Leadership in the Modern Global Business Landscape

A special issue of Administrative Sciences (ISSN 2076-3387). This special issue belongs to the section "Strategic Management".

Deadline for manuscript submissions: closed (31 October 2025) | Viewed by 3351

Special Issue Editors

Prof. Dr. Dinko Primorac

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Guest Editor
Department of Economy, University North, 48000 Koprivnica, Croatia
Interests: entrepreneurship; business
Dr. Domagoj Hruska

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Guest Editor
Faculty of Economics and Business, University of Zagreb, 10000 Zagreb, Croatia
Interests: agriculture business models; strategy; decision making; leadership; governance
Prof. Dr. Bojan Morić Milovanović

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Guest Editor
1. Faculty of International Business and Economics, Libertas International University, Trg John F. Kennedy 6B, 10000 Zagreb, Croatia
2. Institute of Public Finance, Smičiklasova 21, 10000 Zagreb, Croatia
Interests: entrepreneurship; innovation; public sector; economics; energy economics; managerial economics
Dr. Jasmina Dlacic

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Guest Editor
Faculty of Economics and Business, University of Rijeka, Rijeka, Croatia
Interests: marketing; consumer behaviour

Special Issue Information

Dear Colleagues,

The special issue aims to explore the multifaceted challenges encountered by entrepreneurs and leaders in navigating the dynamic and complex international business environment. Through a blend of theoretical perspectives, empirical research, and practical insights, journal delves into various aspects of entrepreneurship and leadership within the global context. Topics of interest include but are not limited to:

  • Emerging trends and innovations in international entrepreneurship.
  • Strategies for successfully launching and scaling ventures in diverse global markets.
  • Cross-cultural leadership challenges and effective management approaches.
  • The impact of globalization on entrepreneurial activities and leadership practices
  • Ethical dilemmas and corporate social responsibility in international business.
  • Managing risk and uncertainty in the global marketplace.
  • The role of technology and digitalization in shaping entrepreneurial ventures and leadership styles.
  • Gender dynamics and diversity in entrepreneurship and leadership roles.
  • Government policies and regulatory frameworks affecting international business ventures.
  • Case studies highlighting real-world challenges and successful entrepreneurial endeavors.

This special issue would welcomes original research articles, review papers, case studies, and thought-provoking perspectives that contribute to a deeper understanding of the complexities inherent in entrepreneurship and leadership within the modern global business landscape. It seeks to foster dialogue among scholars, practitioners, policymakers, and students interested in advancing knowledge and best practices in this field.

Prof. Dr. Dinko Primorac
Dr. Domagoj Hruska
Prof. Dr. Bojan Morić Milovanović
Dr. Jasmina Dlacic
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 250 words) can be sent to the Editorial Office for assessment.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). 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 Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1600 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • entrepreneurship
  • leadership
  • global business landscape
  • agile leadership
  • sustainable business practices
  • digital transformation
  • cross-cultural leadership
  • innovation management
  • resilience in business
  • emerging markets
  • ESG (environmental, social, governance)
  • VUCA (volatility, uncertainty, complexity, ambiguity)
  • technology and business
  • strategic leadership
  • entrepreneurial innovation

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Further information on MDPI's Special Issue policies can be found here.

Published Papers (4 papers)

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Research

25 pages, 402 KB  
Article
Structured Subjective Readiness in Situational Leadership: Validating the 4D Model as an Associative Predictor
by Dino Giergia, Nikola Drašković and Mario Fraculj
Adm. Sci. 2025, 15(12), 488; https://doi.org/10.3390/admsci15120488 - 15 Dec 2025
Viewed by 184
Abstract
The accurate assessment of follower readiness remains a challenge within Situational Leadership Theory (SLT), which traditionally emphasizes competence and commitment while overlooking motivational and relational cues. To address this gap, the study examined a structured four-facet model of subjective readiness—Drive, Dare, Decode, and [...] Read more.
The accurate assessment of follower readiness remains a challenge within Situational Leadership Theory (SLT), which traditionally emphasizes competence and commitment while overlooking motivational and relational cues. To address this gap, the study examined a structured four-facet model of subjective readiness—Drive, Dare, Decode, and Dialogue—and its association with employee and manager satisfaction and team adaptability. Data from a cross-sectional survey of employees and managers were analyzed using a 12-item 4D readiness scale alongside traditional readiness indicators and established measures of satisfaction and adaptability. The 4D scale showed strong overall reliability and factorial validity, though the Drive facet displayed weaker psychometric properties in the employee sample and should be interpreted cautiously. Overall readiness profiles were positively associated with both satisfaction and adaptability, with Dialogue emerging as a consistent contributor across outcomes. These associations should be interpreted as indicative rather than conclusive, given the study’s correlational design and reliance on self-reported data. Including the 4D facets alongside traditional indicators offered modest yet meaningful incremental explanatory value. Taken together, our findings indicate that a structured subjective readiness framework can enrich SLT’s traditional view of readiness by emphasizing motivational and relational dynamics—although further validation and longitudinal studies are needed to confirm these initial results. Full article
(This article belongs to the Special Issue Navigating the Challenges: Entrepreneurship and Leadership in the Modern Global Business Landscape)
17 pages, 658 KB  
Article
Leadership, Knowledge Management, and Transactive Memory System in International Technical Assistance: Policy Insights for Entrepreneurial Resilience in Emerging Markets
by Óscar Pérez-Borbujo, Luis J. Cabeza-Ramírez, Miguel González-Mohíno and Angelo Puccia
Adm. Sci. 2025, 15(12), 487; https://doi.org/10.3390/admsci15120487 - 11 Dec 2025
Viewed by 282
Abstract
This study examines why Technical Assistance (TA) interventions often fail to foster entrepreneurial resilience in emerging markets, despite substantial expertise and funding. Through a qualitative case study of an African Development Bank export diversification initiative in Lesotho, we analyze how leadership, knowledge management [...] Read more.
This study examines why Technical Assistance (TA) interventions often fail to foster entrepreneurial resilience in emerging markets, despite substantial expertise and funding. Through a qualitative case study of an African Development Bank export diversification initiative in Lesotho, we analyze how leadership, knowledge management (KM), and transactive memory systems (TMS) shape TA effectiveness. Using participant-observer methods and stakeholder interviews over 16 months, findings reveal that success depends less on formal diagnostics and more on developing shared mental models, collaborative routines, and organizational memory across diverse actors. Fragmented knowledge, weak coordination, and underdeveloped group learning processes constrained the intervention’s sustainability. The originality of this study lies in its empirical analysis of failure dynamics, offering actionable policy insights for redesigning TA programs around adaptive leadership, knowledge transfer, and collaborative learning. Implications are relevant for practitioners, policymakers, and scholars seeking to enhance global development initiatives. Full article
(This article belongs to the Special Issue Navigating the Challenges: Entrepreneurship and Leadership in the Modern Global Business Landscape)
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21 pages, 790 KB  
Article
WHO–WHAT–HOW: A Product Operating Model for Agile, Technology-Enabled Digital Transformation
by Raul Ionuț Riti, Claudiu Ioan Abrudan, Laura Bacali and Nicolae Bâlc
Adm. Sci. 2025, 15(9), 368; https://doi.org/10.3390/admsci15090368 - 17 Sep 2025
Viewed by 1142
Abstract
Organizations face rising market volatility, while legacy, plan-driven structures struggle to translate strategy into adaptive execution. Prior studies discuss product-centric operating models, yet typically treat decision rights, product definition, and technology-enabled execution separately. This paper introduces the WHO–WHAT–HOW framework, an authorial synthesis that [...] Read more.
Organizations face rising market volatility, while legacy, plan-driven structures struggle to translate strategy into adaptive execution. Prior studies discuss product-centric operating models, yet typically treat decision rights, product definition, and technology-enabled execution separately. This paper introduces the WHO–WHAT–HOW framework, an authorial synthesis that links decision boundaries (WHO), product scope and value hypotheses (WHAT), and workflow and technology routines (HOW) into a single, operational model. A triangulated design is employed, comprising a systematic document analysis of 62 sources published between 2018 and 2024, illustrative case studies of Amazon and Spotify, and a scenario-based organizational illustration that contrasts a baseline hierarchy with a WHO–WHAT–HOW configuration. Rather than constituting empirical validation, these elements serve as illustrative demonstrations of conceptual plausibility. Indicative composite indices, synthetically constructed from document-coded constructs and simulated rules, suggest improvements in decision speed, cycle time, and coordination; these indices are heuristic and non-inferential. The contribution is threefold: First, it provides a pragmatic five-step implementation roadmap. Then, we make the mechanisms concrete via a construct-to-rule mapping and three rule-based vignettes (incident pathway, value-hypothesis experiment, cross-team dependency), showing how WHO–WHAT–HOW compresses decision time, cycle time, and coordination without introducing new measurement programs. Finally, the composite indices remain heuristic and non-inferential. Limitations include reliance on secondary evidence and a scenario-based, non-empirical illustration; robust validation requires longitudinal, multi-sector primary data and testing in regulated or low-automation settings. Full article
(This article belongs to the Special Issue Navigating the Challenges: Entrepreneurship and Leadership in the Modern Global Business Landscape)
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17 pages, 339 KB  
Article
Opportunities, Threats, and Strategic Choice: The Modifying Role of Emotion
by Camilla Aarøen and Marcus Selart
Adm. Sci. 2025, 15(9), 331; https://doi.org/10.3390/admsci15090331 - 25 Aug 2025
Cited by 1 | Viewed by 1137
Abstract
Business models often transform due to adaptation in response to external changes. However, relatively little is known about what causes these types of adaptations. We suggest that threat-rigidity as well as prospect theory have the potential to explain what causes business model adaptation [...] Read more.
Business models often transform due to adaptation in response to external changes. However, relatively little is known about what causes these types of adaptations. We suggest that threat-rigidity as well as prospect theory have the potential to explain what causes business model adaptation in response to gains and losses. Firm leaders’ inclination to adapt their business model is sensitive to risk that is perceived as a gain or a loss in the macro-economic environment. We apply threat-rigidity and prospect theories to examine the relationship between risk perception and business model adaptation. We also investigate if emotion has explanatory value for how managers adapt to business models. We test our hypotheses in a field experiment involving 95 Scandinavian managers. Here, we relate managers’ inclinations to adapt to different business models under different risk scenarios. The results reveal that, in general, managers are more risk seeking in gain scenarios than in loss scenarios. This finding is in line with the threat-rigidity theory. In addition, emotional style is found to relate more to risk aversion than to risk seeking in the domain of potential gain. We argue that emotional style has explanatory value for how managers adapt to business models, because emotions are key influencers on risk perception. Full article
(This article belongs to the Special Issue Navigating the Challenges: Entrepreneurship and Leadership in the Modern Global Business Landscape)
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