Highlights The Covid-19 pandemic has affected the peer-to-peer accommodation sector. We examine host perceptions of and responses to the Covid-19 pandemic. We identify five host types according to their response to the pandemic. We offer a continuum of different categories of host pandemic responses. The continuum may be of theoretical and practical value to stakeholders.

The aim of this paper is to present research on determinants of entrepreneurial intentions through the framework of the theory of planned behaviour and an individual innovative cognitive style. By employing the theory of planned behaviour, the authors evaluate how personal attitudes, subjective norms and perceived behavioural control can affect one's intentions to become an entrepreneur. Additionally, the innovative cognitive style is tested as a potentially significant determinant of entrepreneurial intentions. A questionnaire survey was done using the sample of 330 bachelor and master students in economics and business from Slovenia. Research propositions were tested using linear hierarchical regression modelling. The results suggest that personal attitudes towards entrepreneurship, subjective norms and perceived behavioural control are positively related to one's entrepreneurial intentions. The innovative cognitive style has also been found to be significant in creating one's intention to become an entrepreneur. The paper extends the current knowledge on entrepreneurial intentions by analysing the exclusive and mutual influence of different factors recognised by the theory of planned behaviour and the innovative cognitive style on entrepreneurial intentions, as well as providing useful insights into antecedents of entrepreneurial intentions in the Slovenian context. 1. Introduction Entrepreneurship is seen as a prominent leverage of economic growth and success. It is believed that entrepreneurship benefits society: (1) by recognising business opportunities and generating ideas and resources that are used in developing the design of novel products and services or (2) by raising efficiency of existing products and services (Armstrong & Hird, 2009; Baron, 2004). In that sense, Mitchell et al. (2007) highlight that the entrepreneur addresses the essential task of the value-creation-driven opportunity identification.

This paper increases understanding of the concept of smart factories system and its implementation in the automotive industry in terms of addressing necessary changes in human aspect of system, namely, employees' competencies, as well as to new job profiles. A qualitative research approach was used by utilizing a case study of the automotive industry in Slovenia. For the purpose of data collection, we used a semistructured interview on a sample of experts from governmental, educational, and private automotive sectors. In order to analyse gathered data, we used the method of content analysis. Research results indicate that significant changes are essential in the transformation from traditional to a smart factory system, especially regarding organizational mindset, the architecture of system and its processes, and the inclusion of Industry 4.0 technologies at all levels. Also, results indicate changes are essential regarding future job profiles and competencies. Although there are different perceptions about future jobs and competencies needed for Industry 4.0‐induced changes, depending on the sector in which the expert is employed, there is an overall agreement that job profiles related to programming, mechatronics, robotics, data analysis, Internet of Things, design, and maintenance of smart systems, process analysis, and bionics are the new job profiles needed in smart factory systems. In addition to the high emphasis on technical skill and knowledge, soft competencies are considered important, as well as competencies of continues learning, flexibility, creativity, problem solving, critical, and analytical thinking. Our findings possess important implications for conceptualizing job profiles and competencies in smart factories systems and practical implications for managers concerned with human resource management activities. We provide an outlook to the future job profiles that are underresearched, especially in the field of smart manufacturing. As well, our paper provides insight into the importance of different competencies recognized as crucial for complete functioning and optimal performance of smart factories system. This study provides a starting point for further research regarding human resource management issues in smart factories in the automotive sector, especially related to future job profiles and employee competencies, and their role in system performance.

Background:Research in business ethics shows that individual differences can influence one's ethical behaviour. In addition, variability in attitudes towards ethical issues among different generations is emphasized. Still, results are inconclusive and call for an additional examination of possible generational differences with regard to ethics and ethical values. Objectives: Our objective is to test if the perception of the importance of business ethics, attitudes towards ethical issues and aspects influencing ethical behaviour, differ among the four generations currently present in the workforce. Methods/Approach: Theoretical implications are empirically tested on a sample of 107 individuals, members of Baby Boomers, Generation X, Millennials and Generation Z. Results: In general, the results indicate that there are little or no generational differences related to the analysed aspects of business ethics. The significant difference is present only in the importance given to factors that influence ethical decision-making: (i) formal rules and procedures, (ii) performance management system and (iii) job pressures, between the members of Generation Z and older generations. Conclusions: In spite of employee diversity, ethics continues to present an important aspect of the business environment. Thus, organizations need to be oriented towards creating ethical leaders and a positive ethical climate that ensures that ethical values and behaviours are present throughout the organization.

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