Abstract
This study examines the factors that motivate viewers to financially support streamers on the Twitch digital platform. It proposes a conceptual framework that combines the uses and gratifications theory (UGT) with Michel Foucault's concept of the practice of freedom (PF). Using a cross-sectional quantitative survey of 560 Portuguese Twitch users, the model investigates how three core constructs from UGT-entertainment, socialization, and informativeness-affect the intention to donate, with PF acting as a mediating variable. Structural equation modeling confirms that all three UGT-based motivations significantly influence donation intentions, with socialization exhibiting the strongest mediated effect through PF. The findings reveal that Twitch donations go beyond mere instrumental or playful actions; they serve as performative expressions of identity, autonomy, and ethical subjectivity. By framing PF as a link between interpersonal engagement and financial support, this study provides a contribution to media motivation research. The theoretical integration enhances our understanding of pro-social behavior in live streaming environments, challenging simplistic, transactional interpretations of viewer contributions vis-& agrave;-vis more political ones and the desire to freely dispose of what is ours to give. Additionally, this study may lay the groundwork for future inquiries into how ethical self-formation is intertwined with monetized online participation, offering useful insights for academics, platform designers, and content creators seeking to promote meaningful digital interactions.

Abstract
This study aimed to investigate the effect of organizational culture on employee-perceived performance and whether this relationship is mediated by perceived organizational support and moderated by employee motivation. Three hundred individuals working in organizations located in Portugal and Angola participated in this study. This is a quantitative, exploratory, correlational, and cross-sectional study. The results indicate that only goal culture, rule culture, affective organizational support perception, and identified motivation have a positive and significant effect on perceived performance. Supportive culture and goal culture have a positive and significant effect on affective organizational support perception. All dimensions of organizational culture have a significant effect on cognitive organizational support perception, with the effects of the supportive culture and the goal culture being positive and significant, while the effects of the innovative culture and the rule culture are negative and significant. The perception of affective organizational support has a total mediating effect on the relationship between goal culture and perceived performance. Intrinsic motivation and identified motivation have a moderating effect on the relationship between all dimensions of organizational culture and perceived performance. This study is expected to help human resource managers understand the importance of the type of organizational culture that prevails in their organization to enhance employees' perception of organizational support and performance.

Abstract
This study introduces the concept of DEEPEIA, a novel deep learning (DL) platform designed to recommend the optimal export market, and its ideal foreign champion, for any product or service offered by a small and medium-sized enterprise (SME). Drawing on expertise in SME internationalization and leveraging recent advances in generative artificial intelligence (AI), this research addresses key challenges faced by SMEs in global expansion. A systematic review of existing platforms was conducted to identify current gaps and inform the conceptualization of an advanced generative DL recommender system. The Discussion section proposes the conceptual framework for such a decision optimizer within the context of contemporary technological advancements and actionable insights. The conclusion outlines future research directions, practical implementation strategies, and expected obstacles. By mapping the current landscape and presenting an original forecasting tool, this work advances the field of AI-enabled SME internationalization while still acknowledging that more empirical validation remains a necessary next step.

Abstract
The growing number of senior experts leaving the workforce (especially in more developed economies, such as in Europe), combined with the ubiquitous access to artificial intelligence (AI), is triggering organizations to review their knowledge transfer programs, motivated by both financial and management perspectives. Our study aims to contribute to the field by analyzing options to integrate intergenerational tacit knowledge transfer (InterGenTacitKT) with AI-driven approaches, offering a novel perspective on sustainable Knowledge and Human Resource Management in organizations. We will do this by building on previous research and by extracting findings from 36 in-depth semi-structured interviews that provided success factors for junior/senior tandems (JuSeTs) as one notable format of tacit knowledge transfer. We also refer to the literature, in a grounded theory iterative process, analyzing current findings on the use of AI in tacit knowledge transfer and triangulating and critically synthesizing these sources of data. We suggest that adding AI into a tandem situation can facilitate collaboration and thus aid in knowledge transfer and trust-building. We posit that AI can offer strong complementary services for InterGenTacitKT by fostering the identified success factors for JuSeTs (clarity of roles, complementary skill sets, matching personalities, and trust), thus offering organizations a powerful means to enhance the effectiveness and sustainability of InterGenTacitKT that also strengthens employee productivity, satisfaction, and loyalty and overall organizational competitiveness.

Abstract
This study aimed to analyze the association of leadership with turnover intentions and whether this relationship is mediated by employee well-being. The sample consists of approximately 306 individuals working in organizations based in Portugal. The results indicate that transformational leadership has a positive and significant association with turnover intentions, while the relationship between transactional leadership and turnover intentions is negative and significant. Both transformational leadership and transactional leadership have a positive and significant association with well-being. Well-being has a negative and significant association with turnover intentions. Well-being only has a mediating effect on the relationship between transactional leadership and turnover intentions. This study contributes to the advancement of academic research and knowledge about the mechanisms through which transformational and transactional leadership styles can influence employees' turnover intentions, as well as providing empirical evidence on the mediating role of psychological well-being. In addition, practical insights are offered to organizational leaders and managers on adopting practices that foster psychological well-being in the workplace, thereby reducing employee turnover intentions.

Abstract
This case study aims to analyze the impact of the digital transformation on Delta Cafés. To this end, a consumer survey was carried out to understand their perception of the brand, from the products to how the company works and its actions. The sample consisted of 140 participants. An attempt was also made to understand whether the participants’ perceptions were independent of whether or not they were Delta Cafés customers. The chi-square test results indicate that Delta Cafés customers are more aware of the brand, both because of the coffee and because of its founder, are more aware of the social responsibility actions carried out by the company and are more involved with organizations that positively impact society. Finally, an interview was conducted with Delta's Systems Director, who has been with the company for 12 years and is currently responsible for 54 employees out of a total of around 3500 employees. The interview lasted approximately 1 h and 15 min, via Zoom. The big challenge is to automatically manage all the processes associated with finance, logistics and production. Delta is looking to digitize the whole organization, which will free people from superfluous tasks and allow them to perform others that matter more. Enterprise Resource Planning (ERP), Customer Relationship Management (CRM) and Electronic Data Interchange (EDI) have all been implemented, as well as e-commerce and m-commerce (Delta Mobile). Dehumanization and loss of human capital are a risk of digitization which Delta Cafés seeks to avoid through training—one of the pillars of the organization. © The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2025.