Mari Kooskora

This chapter examines the prospects and challenges faced by Generation Z in the Estonian labour market, a context shaped by digital transformation, high educational attainment, and regional inequality. Drawing on thematic analysis of qualitative interviews with recent graduates, complemented by national labour statistics and international research, the study explores key frictions between graduate expectations and labour market realities. Findings highlight persistent barriers to entry, such as experience gaps, limited access to internships, and urban–rural divides. Additionally, a mismatch emerges between traditional workplace cultures and the values of Generation Z, particularly around autonomy, feedback, and inclusive leadership. The study underscores the need for systemic reform across employers, education providers, and policy-makers to align employment structures with generational aspirations. The chapter contributes new insight into Estonia's generational labour dynamics and offers actionable recommendations to support more inclusive and future-oriented workforce integration.

This chapter focuses on entrepreneurial mindset in digital transformation and presents a short case study about leading the digital transformation in one Estonian private business school, where the ongoing digital process has changed the organisation itself and also the ways how students are taught and trained for coping and leading in the digital world. In order to better understand the context and environment, a brief introduction to the digitalisation topic and slightly more detailed overview of digitalising in higher education sector is provided first.

Purpose: The purpose of this paper is to investigate the perceptions of five leadership succession themes by executives of Estonian nonprofit organizations. Design/methodology/approach: This is a qualitative study that uses narrative inquiry and purposive sampling. Face-to-face and Skype interviews were conducted with 15 executives. Findings: Succession was unplanned in most of the Estonian nonprofits; successors were coached during initial transitionary periods; insiders were preferred to outsiders; requirements of executive positions were unmet because of a talent shortfall; lack of trust, unexpected behavior, and possible ethical issues were key risk factors associated with succession; and mixed opinions were received regarding the advantages and disadvantages of succession planning. Research limitations/implications: Narrow focus on Estonian nonprofit organizations and their executives, purposive sampling, and single qualitative research method. Results may not be applicable to other nonprofits. Practical implications: Practitioners of Estonian nonprofits can better understand the implications of executive succession issues. Lessons learned may help other nonprofit leaders. Social implications: Having a carefully crafted succession plan can enable smoother transitions between organizational leaders and create organizational stability, thereby ensuring a continuous delivery of goods and services to clients. Originality/value: Seminal research – this is the first study of its kind on Estonian nonprofit organizations and executive succession issues. This paper can serve as a foundation for further research on Eastern European nonprofits.