Abstract
Small-and-medium-sized enterprises (SMEs) increasingly depend on business partnerships to access markets and scale operations, yet they often face trust barriers during contract formation due to the complexity of the verification of their cybersecurity posture and compliance status by their partners. This problem is intensified by rising regulatory expectations, notably the EU Cyber Resilience Act (CRA), which many SMEs struggle to interpret and operationalize under constraints of budget, skills, and fragmented responsibilities. This study adopts a Design Science Research approach to blueprint and evaluate a lightweight mapping framework that links commonly implemented security controls to CRA requirements and to widely recognized benchmarks (ISO/IEC 27001 and CIS). Grounded in Institutional Theory and Socio-Technical Systems Theory, the artefact translates regulatory obligations into actionable, evidence-backed controls and produces partner-facing outputs that support transparency in negotiations and service level agreements. The framework is iteratively co-created with a multidisciplinary expert community. Expected contributions include a practical mechanism for making cybersecurity maturity visible, accelerating partnership formation, and enabling sustainable interorganizational relationships while remaining feasible for resource-constrained SMEs.

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[No abstract available]

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PurposeThis study aims to explore how identity is formed and evolves within entrepreneurial teams operating in dynamic and uncertain environments. It examines how individual and shared identities interact with knowledge processes and influence collaboration, trust and decision-making, shaping the formation and development of entrepreneurial teams.Design/methodology/approachThis research adopts a multiple-case study approach to explore the entrepreneurial team identity formation and development. It uses one-to-one semi-structured interviews with active entrepreneurial team members who have completed the Central European University iLab Incubation Program. First, an inductive coding strategy was applied. In addition, secondary data were collected through manual web scraping.FindingsThis study shows that knowledge sharing, resource exchange and mentorship through proactive networking shape teams' entrepreneurial identity. Networking and social interactions reinforce each other, while incubation increases legitimacy and identity strength. Trust, open communication and feedback foster adaptability, agility and performance, further consolidating entrepreneurial identity.Originality/valueThis study shifts the focus from individual to collective identity in entrepreneurship, examining how team identity forms and evolves in incubation settings. It highlights the dynamic interplay of networking, knowledge sharing, legitimacy, team dynamics and feedback in shaping shared identity. By emphasizing collaboration and context, it advances understanding of entrepreneurial identity as a collective process.

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PurposeThis study aims to investigate the relationship between fun at work (FW) and organizational cohesion (OC), using an integrative model where FW acts as a precursor to cohesion. Psychological empowerment (PE) and intrinsic motivation (IM) are examined as potential mediating mechanisms.Design/methodology/approachData was collected through a questionnaire distributed via Google Forms between April and July 2025 to small and medium-sized enterprises (SMEs) identified through Informa D&B. Of the 315 responses, 288 valid cases were retained for analysis. Structural equation modeling was applied to test the proposed integrative model linking FW, PE, IM and OC.FindingsThe results show that FW positively influences PE and OC, both directly and indirectly. PE also significantly enhances cohesion, reinforcing its mediating role. In contrast, IM does not significantly mediate the relationship between FW and cohesion, suggesting that enjoyable workplace practices may strengthen empowerment and collective bonds without necessarily fostering deeper intrinsic drivers.Originality/valueThis study advances knowledge by integrating two previously disconnected domains (i.e. FW and OC) into a single empirical model. The research offers practical value for managers seeking to enhance team dynamics through targeted workplace interventions, highlighting the strategic role of fun in fostering empowerment and collective bonds. In addition, it identifies the nuanced, limited role of IM, opening avenues for further exploration of contextual and cultural factors shaping these relationships.

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PurposeThis study aims to examine the use of the serious game FLIGBY to recognize and enhance conflict management skills in international business education. It explores how the game's realistic scenarios and embedded conflict resolution frameworks (i.e. Thomas-Kilmann Instrument, Interest-Based Relational approach and Harvard Negotiation Principles) support the development of key competencies through experiential, gamified learning.Design/methodology/approachThis study analyzes data from 16,597 FLIGBY players using multiple regression models to examine how the game facilitates the recognition of conflict situations and the application of resolution strategies. The risk-free, simulated environment of FLIGBY provides a controlled setting to assess players' conflict management competencies.FindingsThe findings demonstrate that serious games like FLIGBY not only enhance students' understanding of conflict management theories but also actively support the development of practical skills and self-awareness. Players are challenged to analyze interpersonal dynamics, make strategic decisions and reflect on the outcomes of their actions, fostering the development of conflict management skills.Originality/valueThe inclusion of FLIGBY in a business education program has the potential to facilitate experiential learning in conflict management, which is a key topic in international business. Furthermore, it offers data-driven insights into how individuals and teams approach conflict resolutions which may be relevant to refine theoretical models based on gameplay analytics.

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ABSTRACT The study aims to understand how, to what extent, and through what mechanisms startups contribute to the achievement of the sustainable development goals (SDGs), distinguishing between impact-driven initiatives and approaches in which sustainability is used instrumentally. To this end, a mixed-methods methodology was applied, combining quantitative and qualitative analysis on a sample of 1864 startups accelerated by Y Combinator. The results indicate that the most addressed SDGs are SDG 13 (Climate Action) and SDG 3 (Good Health and Well-being), with an emphasis on clean technologies, low-carbon models, data-based climate monitoring, personalized and preventive medicine, mental health, and clinical data management. In contrast, goals related to biodiversity and reducing inequalities are less represented, revealing gaps and areas with potential for expansion. The study's contributions include identifying patterns and gaps in startups' engagement with the SDGs, reinforcing the importance of public policies and incentives to balance efforts in less addressed areas, and demonstrating the central role of digital technologies and data analysis in promoting sustainability.