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actors in this due to the fact that they were directly affected by various Europeanreforms and legislation or guidelines, and even initiated several of themthemselves. In addition to the political-legal context in which Europeancompanies develop, they are part of the global market, and thus they are alsoconfronted with various competitive problems, for example, related to marketingor finance. However, the question arises as to whether it is possible to define acertain European management style, different from other economic regions, onthe basis of some more or less visible trends towards homogenisation.According to HR for Sia Partners (2019) one can really talk about Europeanmanagement. This is characterised by at least the following three aspects,which on one hand are closely connected with the history of the EU buildingand on the other hand are defined in contrast to management styles in NorthAmerica and Asia.The first sign of European management is its orientation towards peopleand social responsibility. One of the traditions of the EU is that attention topeople, including employees, has always been emphasised. Although socialpolicy was in the background of economic policy for quite a long time, itsimportance gradually grew, which in the business environment resulted indemands on social responsibility, the essence of which is to attach moreimportance to the human being in the development of the company. It isgenerally accepted that the management of North American companies is moreoriented towards the objectives of shareholders and towards the achievementof profit in the short time horizon, and that they perceive employees asresources, the appropriate combination of which enables the given objectivesto be achieved. The management of Asian companies is more interested inpeople, as evidenced by the lifelong employment system in Japan, but it alwaysfocuses more intensively on their integration and adaptation to the way thecompany functions than on the valorisation of their personality and own abilities.The importance that Asian cultures place on community is different from theindividualism typical of European cultures. Human orientation is part ofEuropean management, which considers the individuality and personal balanceof the company%u2019s employees to be an important value.The second feature of European management is internal negotiation.Negotiation has always been one of the general principles of building Europe.This tendency supports dialogue, thanks to which the EU has so far been ableto reach common positions even within 28 countries, although the process wasvery difficult. This element is also strongly manifested in European companies,which have a long tradition of internal negotiations in the decision-makingprocess, especially regarding employment issues. Nevertheless, there are manydifferences between individual European countries in this area. In France andItaly, negotiations are more confrontational and, depending on the trade942 European Entrepreneurship