RESPONSIBLE ENTREPRENEURSHIP VISION DEVELOPMENT AND ETHICS

404 RESPONSIBLE ENTREPRENEURSHIP
ing a diversity of opinions. The participants in academia and business environment were
selected so as to be representative for the problems approached in the debate. The structure
of the group of people from the business environment was as follows: 2 managing partner
(young entrepreneurs); 1 manager in wood industry; 1 commercial director in an advertising
production company; 1 financial director, multinational company; 2 general directors, software
company; 1 product manager & developer, IT company; 2 managing partners, private
PR companies. The group of people from academia was structured as follows: 6 teaching staff
(1 senior lecturer, 1 associate professor, 4 professors), 1 schooling director, 1 dean, 1 Chief
registrar, 1 counsellor Ministry of Education.
No (internal or external) perturbation occurred during discussions. The opinions expressed
by each participant in the interview were constructive and based on arguments and examples.
The results of the qualitative research
In what regards the internalization of the transition from student to employee status, the
persons interviewed had various perspectives. Out of the 10 employers, only two consider
that this transition is easily made by the employees, 4 believe that this is a relatively easy
transition, with some impediments, while 4 think that the transition from student to employee
poses major adaptation difficulties.
Referring strictly to the group of people who appreciate the transition as easy, the most
relevant opinions showed that: “the transition was easy (the more difficult aspect was that I
had to have patience with the business I started, to give it time, to invest trust and passion
into it …)” (Managing partner, young entrepreneur).
In the group that considered this transition as relatively easy, but strewn with challenges,
the most relevant opinions were: “generally, there are two categories of students: first are
those wishing to have a career generally start work while they are students; in this way, the
transition is easy, they do not feel they are in a distinct stage of life, but rather continue their
life as students, but with the added (material and status) satisfactions. The others do not wish
to have a professional career, but a job and then a family …they do experience a transition
to employee status, which is not always easy or free of frustrations” (General director, software
company).
Another opinion reaches a similar conclusion: “going from student to employee status differs
among individuals, and is easily accomplished if the young person focuses on academic
activity. Each individual is different, has different aims, and this transition varies with these
aims” (Managing partner, advertising production company).
There are persons among those interviewed who believe this transition is difficult. The
most important viewpoints are:
“Transition is undoubtedly difficult. This state is generated by pressures triggered by getting
employed for the first time” (Manager in wood industry).
“The transition is not very easy because of ‘student-like’ behaviour. We had students
employed as juniors in the firm and they had problems assuming responsibilities, being punctual
and meeting deadlines” (Commercial director, advertising production company)
Analysing the viewpoints, we can conclude that:
1) There is no convergence among employers’ viewpoints on the young people’s transitioning
from student to employee.