Capturing Human Authority and Responsibility by Considering Composite Public Values

Garvanova, Magdalena; Shishkov, Boris

doi:10.1007/978-3-030-24854-3_22

Cited by 5 publications

(1 citation statement)

References 14 publications

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“…(Weber, 2002;Drucker, 1985;Bell, 1996;Schwartz & Ros, 1995). The emergence of new business and organizational models under the influence of the development of digital technology highlights entrepreneurs with new values, beliefs and behavioural patterns, oriented not only to individual success, but also to collective responsibility (Garvanova, Shishkov, & Janssen, 2018;Garvanova & Shishkov, 2019).…”

Section: Introductionmentioning

confidence: 99%

The Digital Entrepreneurship As A New Generation Software Of The Mind

Garvanova¹

2019

The European Proceedings of Social and Behavioural Sciences

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The Fourth Industrial Revolution as a new technological way of production and services requires a new type of entrepreneurs with a new generation software of the mind as a complex of values, norms and beliefs. In the foreground come out the so-called digital entrepreneurs, whose creative and innovative potential, self-motivation and self-management are the key to business success. The aim of this article is to analyse the value model of digital entrepreneurship via empirical evidence from Bulgaria, using the Schwartz Value Survey. An empirical study among 566 entrepreneurs, conducted in 2018, shows that their value priorities include both collective values (embeddedness and egalitarianism) and individual ones (such as mastery).The value conflicts are dealt with in favour of the values of the status quo, equal social relations and exploitation of the environment. These findings reveal the flexibility of value model and related business behaviour of contemporary entrepreneurs as an adaptive mechanism to the dynamics and uncertainty of the environment. The new business situation requires a new value system type, including many individuallyand socially-determined features that make their value profile more complex. The study also identifies some possible obstacles to the Bulgarian entrepreneurial culture as the priority position of embeddedness.

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Section: Introductionmentioning

confidence: 99%