Abstract
With the rapid growth in the use of digital platforms for the dissemination and expansion of a company’s business reach, it is vitally important that startup firms are firmly aware of the options when deciding whether to adopt a particular technology because they often have low resource availability, which reduces their margin for error. In order to help these companies to adopt Digital Marketing in a more secure way by knowing the most relevant factors that they can find as concerns the adoption of technologies, this study will analyze the factors that influence the adoption of technology, identifying them initially through the systematic literature review of similar scientific works. © Springer International Publishing AG 2018.

Abstract

Abstract
Seventy millennial students answered a survey on attitudes towards leadership and their desired approach to higher education. What is their perspective on knowledge management and dissemination in academia? Some romanticizing may be beneficial, but the great majority of students want to be enlightened and well-prepared for that which they will encounter in business markets. Three interviews with seasoned executives were also performed, to establish a contrast and see other perspectives. We conclude that to become a great corporate leader may in fact be dependent on your DNA and personality make-up, but this is not what is thought to be true, by the majority of the respondents in the survey. Motivation took the most votes as being fundamental for success, a positive sign and indicative of a hard working millennial generation, contrary to previous research findings. IT is also a precious partner in class, in particular Padlet.com, Moodle, the online News Forum, as well as the challenge to create original videos about course content.

Abstract
Teamwork is a skill which many leaders seek to instil in their collaborators. However, it has proven to be elusive in many instances, which thus calls for new approaches. What factors can contribute to superior teamwork, especially amongst superstars? The article discusses what makes a good team player, which is dependent, in part, on good leadership. Drawing on some examples of team play, most notably from sport and the Euro Mediterranean region, individual talent is seen to be something different to what it takes to inspire teammates to victory. The challenge of getting talented individuals to work together is a task becoming more frequent, in organizations as well as in sport. Affable personalities and socially gifted people, in management as well as amongst players / employees, will increase in demand as leaders realize that superstars and other extremely talented individuals may distance themselves from teammates in competitive environments, making teamwork all the more difficult if we still measure [team] success in traditional ways. Attributing a prize to the best team player, the player who is voted to have contributed most to team goodwill, may entice talented individuals to contribute to the team more. The focus needs to be on the team rather than on the individual and if a team wins then, most certainly, all will have played an important part.

Abstract
The Spin-Up project has the objective of determining what sort of entrepreneurship training and coaching program will contribute to the development of key entrepreneurial skills, both technical and behavioural, essential to enable and leverage university spin-off growth. University spin-off firms (USOs) tend to grow at a slower pace than corporate spin-offs or other young high-technology firms, which underlines the need for the project. The Spin-Up project is funded by the European Commission within the scope of the Erasmus Program (Enterprise and University cooperation) / Lifelong Learning Program. The project commenced in 2011, and the consortium is made up by five entities from three countries and one associated partner country. 99 face-to-face interviews and surveys of CEOs and members of USO management teams revealed that a number of entrepreneurial skills were missing and hampering growth, namely skills (top 10) to: gain financial capital; internationalize; increase sales; be financially literate; manage marketing; manage human resources; manage operations; understand economic principles of business; grow based on strategic management; and understand an approach keen on intellectual ownership protection. These findings guided the development of the training program, to be delivered to USO CEOs and other USO senior managers. Full pilot training sessions have already been delivered in the Netherlands, in Finland, and in Portugal. The training was delivered based on: 1) initial exploratory questions; 2) subsequent providing of background theory; and 3) finalizing with further practical questions on the subject matter. In this way, engagement of the spin-off firms was increased throughout and the training had a very practical approach, centered on problem-solving and real life examples, challenging participants to think about their day-to-day issues hampering growth. The areas in need of specific training were defined as being innovation, marketing and sales; overall strategy; finance; internationalization strategy; and leadership and human resource management. Networking opportunities occurred between peers during the training sessions and also with various key specialists, like a business angel (in Portugal) and venture capitalist (in the Netherlands). In terms of what the consortium partners have produced, tangible materials include training manuals and case studies, to support the training effort.

Abstract