The research paper presents the results of research on the situation and trends in the age structure of farm owners or managers in Latvia. The growing world population and the challenges caused by climate change make farmers reconsider their traditional farming practices. Therefore, scientists believe that the aging of farmers is a major obstacle to the sustainable development of agriculture and rural areas, as evidenced by the age structure of European Union (EU) farmers and other agricultural workers. Generation renewal is crucial for sustainable land management and food production. In 2018, according to statistical data, the share of agriculture, forestry and fisheries in total gross value added in Latvia was only 3.8%. However, these sectors were the main job creators and drivers of economic development in rural areas. Therefore, the aim of the present research is to assess trends in the age structure of farm managers and owners and the policy instruments applied in Latvia. The results of the research show that despite the policy instruments implemented in Latvia after its accession to the EU to support young farmers and promote early retirement of farm owners, the aging process of farm owners and managers occurs relatively fast. The median age of farm owners and managers in Latvia has increased from 53 years in 2009 to 57 years in 2019, which could hinder the development of the agricultural industry and prevent the new challenge of growing global food demand and the negative impacts of climate change from being tackled.

This research in progress paper investigates the multifaceted factors shaping the work-related attitudes of top managers in organizations with a focus on Germany. Through in-depth interviews with seasoned experts, it reveals crucial work attitudes, examines the impact of interpersonal and procedural factors, and evaluates information’s role in the principal-agent relationship at top management levels. The findings challenge conventional assumptions, providing different perspectives on leadership and highlighting the evolving nature of management practices in the digital age. The study also explores potential differences between top IT managers and other C-level roles, investigating their implications. The results of this research based on expert interviews are used in a broader context of research to triangulate literature analysis findings and quantitative surveys in order to develop a comprehensive understanding of factors influencing top managers’ work attitudes. Semi-structured expert interviews were conducted to gain a comprehensive perspective on the influencing factors of work attitudes in top management functions. Six German experts participated, bringing diverse backgrounds and affiliations with professional associations. Despite varied perspectives, universal importance was identified in key work attitudes, challenging assumptions of significant differences between employer and employee representatives. A novel contrast between hierarchical and broader perspectives within owner and worker associations emerged, suggesting a need for a more comprehensive understanding of management approaches. Additionally, interpersonal factors in leadership, information flow, trust-building, were highlighted as contributions. Furthermore, distinctions and commonalities between IT management and other top managerial roles were identified. This study both confirms existing knowledge and introduces valuable insights to management science, potentially shaping future research and practices.