Both China and Korea have a rich culture of Chinese New Year, and there are similarities and differences between the customs of the two countries. The festival culture, as the essence of a country's culture, not only reflects the cultural connotation of the whole nation , but also reflects people's living standard to a certain extent. This paper discusses the similarities and differences of Chinese and Korean Spring Festival culture through a comparative analysis of Chinese and Korean Spring Festival culture, and proposes strategies for teaching Chinese Spring Festival culture in Chinese to Korean in order to help people better understand and pass on Chinese and Korean Spring Festival culture.

The Agriculture Trading Platform (ATP) represents a significant innovation in the realm of agricultural trade in Malaysia. This web-based platform is designed to address the prevalent inefficiencies and lack of transparency in the current agricultural trading environment. By centralizing real-time data on agricultural production, consumption, and pricing, ATP provides a comprehensive dashboard that facilitates data-driven decision-making for all stakeholders in the agricultural supply chain. The platform employs advanced deep learning algorithms, including Long Short-Term Memory (LSTM) networks and Convolutional Neural Networks (CNN), to forecast market trends and consumption patterns. These predictive capabilities enable producers to optimize their market strategies, negotiate better prices, and access broader markets, thereby enhancing the overall efficiency and transparency of agricultural trading in Malaysia. The ATP’s user-friendly interface and robust analytical tools have the potential to revolutionize the agricultural sector by empowering farmers, reducing reliance on intermediaries, and fostering a more equitable trading environment.

This study discusses prospects and challenges facing start-up entrepreneurs in language and culture-related tourist attractions in Lombok, Indonesia. Data were collected by observing the operations of tourism entrepreneurs and interviewing the owners, workers, clients, and authorities in the industry. The data were analyzed using a mixed method where tourism sales over one year of business experience were quantitatively analyzed and where prime causes leading to profits and losses were qualitatively explicated. The findings identify six prospective opportunities and five challenges in sustainably establishing language and culture-related tourist attractions as core entrepreneurial businesses. This study enriches our understanding of what micro and small entrepreneurs experience at the early stages of business start-ups and how they respond to uncertainties facing them. The study also provides readers with an understanding of the prospects and the challenges facing small tourist-related entrepreneurs in operations at early start-up stages and serves as a reminder to small businesses about the potential challenges in their business operations. The article also recommends viable management plans to refer to as contingency strategies for probable future challenges. Furthermore, this study attempts to fill a gap in the literature on start-up entrepreneurship in language and culture-related tourist attractions.

Organisational culture stands as a fundamental prerequisite for the efficacious operation of any given organisation. The primary aim of this study is to discern potential alterations within the dimensions of organisational culture across the pre-COVID-19, contemporary, and favoured paradigms within the realm of public administration. The data set was obtained from a cohort of 1189 officials in the Czech Republic. The Organisational Culture Assessment Instrument (OCAI) was deployed for the purposes of conducting an online survey. The dominance of the clan archetype across all examined time frames has been corroborated. In addition, a statistically significant manifestation of these dimensions has been determined. In relation to pertinent variables, specifically gender, age, tenure, manager gender, and the dimensions typifying organisational culture, no statistically significant correlations have emerged. Respondents have not reported a sense of work-life imbalance in the aftermath of the pandemic. In summary, it is deduced that the pandemic has not exerted a drastic influence on the metamorphosis of organisational culture within the ambit of public administration. This study provides invaluable information on the repercussions of the pandemic within a sphere that, as an intangible constituent, often goes under-recognised. Mastery of the positioning of dimensions across diverse archetypes is of paramount significance for managers, as it can provide guidance in the cultivation of an apt organisational culture.