The Interplay between Digital Entrepreneurship and Sustainable Development in the Context of the EU Digital Economy: A Multivariate Analysis

Abstract

A real challenge for the EU economy and society is to achieve both green and digital transitions in order to tackle the major economic, social and environmental issues faced by EU member states. In this context, digital entrepreneurship, which lies at the intersection of digital technologies and entrepreneurship, has recently benefited from increasing attention both in theoretical and empirical research and in strategic policies. Given these aspects, the aim of this article was to investigate the interrelationship between digital entrepreneurship and productive and innovative entrepreneurship and its impact on the achievement of the Sustainable Development Goals (SDGs) in EU countries. The results of correlation and regression analysis revealed that digital entrepreneurship, which implies productive and innovative entrepreneurial activities, is positively influenced by the degree of a country’s digitalization and, in turn, has a positive impact on the achievement of the SDGs (Total SDGs, SDG 8 and SDG 9). Furthermore, the findings of the principal component analysis and cluster analysis emphasize that there are differences and common features between EU countries in terms of the interrelationship between digital entrepreneurship, digitalization, economic development, national competitiveness and achievement of the SDGs. Therefore, specific measures should be implemented to boost digital entrepreneurship (especially in some central and eastern EU countries) so that this will be the key driver for sustainable development.

Factors affecting the working life lenght of older people in the European Union

“…Ultimately, such an effort for job satisfaction will be return to employers back. The phenomenon of early retirement is to be researched in a more detailed way from the perspective of human resources management, because at the time of digital economy change (Szeles, Simionescu 2020;Herman 2022), employers cannot afford to let productive employees leave and labor markets to lose skilled workforce as one of the pillars of competitiveness of economies (Navarro et al 2017).…”

Internationalization of Sales Marketing of Agricultural Enterprises in the Conditions of Developed Informatization

“…The concept of "digital economy" is very multifaceted and can be interpreted very broadly [14][15][16]. It is formed as a generalization of a rather large variety of phenomena, and the specific meaning largely depends on the context in which the concept is used.…”

Influence of Digital Transformation on Relational Capital and Digital Entrepreneurial Resilience

“…Indeed, for some authors (McCarthy, Sammon, & Alhassan, 2021;Purbasari, 2021;Satalkina & Steiner, 2020adigital transformation is a philosophy that includes mindset, changing behavior and attitudes towards customer relations. For others (Chaniasa et al, 2018;Herman, 2022;Youssef & Hicham, 2022)is the strategy of adopting and applying new digital technologies in all functions of the organization to increase the value delivered to the customer. Similarly, some authors (Elia et al, 2021;Janati-Idrissi, 2020;Mignenan, 2021a) associate it with structural-organizational mutations imposed by the phenomenon of hypermodernity on all social organizations.…”

“…These changes mainly concern the total or partial break with traditional business models (Chaniasa et al, 2018;Vaska et al, 2021). Thus, digital transformation is perceived in terms of integrating new digital technologies into all business functions (Herman, 2022;Mignenan, 2021a). This integration synchronizes-operations and increase productivity.…”

“…In the literature on digital transformation, several authors (Mignenan, 2021;Satalkina & Steiner, 2020b;Vaska et al, 2021) specify that business networks encompass all varied, close, and lasting relationships with important suppliers and customers (Mignenan, 2021a;Satalkina & Steiner, 2020b;Vaska et al, 2021) more broadly, according to other authors (Janati-Idrissi, 2020; Loonam, Zwiegelaar, Kumar, & Booth, 2020b;Taqi et al, 2021) various dynamic and productive relationships to other partner organizations such as distributors, complementary companies, or government institutions. Only interactions that bring out a minimum of value to the company are perceived as dynamic relational capital, as a potentially strategic means (Herman, 2022;Pablos, 2004;Zahra et al, 2006). To create such value, these interactions (Herman, 2022;Pablos, 2004;Zahra et al, 2006) have certain characteristics :first, relations are based on complementarity, mutual support from partners and reciprocity, and secondly; the partnership will focus on win-win philosophy to facilitate the commitment of employees; in third place, the posture of trust must be put forward and therefore, appears fundamental to the partnership project, finally; in the fourth place, the relational strategy is established in the "longtermiste " logic; a point highlighted both in the process of entrepreneurship (Mignenan, 2021;Zahra et al, 2006) than its resilience mechanism (Mignenan, 2021a;Zahra et al, 2006) Based on these elements, relational capital can be defined as the set of dynamic and productive relationships of the digital entrepreneur marked by trust, respect, reciprocity and commitment of partners.…”