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Generational differences in various workrelated characteristics such as work values, motivational drivers, preferences and workplace expectations have become a widely discussed research and intervention topic in recent years (Lyons & Kuron, 2014; Campbell et al., 2015; Sobrino-De Toro et al., 2019). The growing interest reflects the impact of the demographic, economic and technological shifts in society on the world of work and on how organisations maintain a multigenerational workforce (Lub et al., 2016). In recent years, research has primarily focused on the members of three generations (Baby Boomers, Generation X and Generation Y) to explore the features that differentiate these generations from each other in terms of workplace values, expectations, attitudes and organisational outcomes (Moore et al., 2015). At present, the next generation of employees – Generation Z – is about to enter the labour market, which will present challenges and opportunities for both researchers and companies (Knapp et al., 2017; Rodriguez et al., 2019).

The academia finds it necessary to know which factors, whether internal or external to consumer behaviour, influence their purchasing behaviour of ecological or natural products or services, which in the field of tourism take the form of a new form of alternative tourism, either through nature tourism or ecotourism (Hultman et al., 2015). Within the research on consumer behaviour, studies have been carried out to understand the attitude of so-called ecotourists (Han, 2015; Kiatkawsin & Han, 2017), but their ecological behaviour as consumers continues to be a field of research that offers diverse spaces for study, since the research is still scarce, especially in terms of knowledge of the importance of psychographic, personality, cultural, economic and demographic factors (Hultman et al., 2015; Kiatkawsin & Han, 2017). Furthermore, the literature review emphasizes the need to deepen the understanding of environmentally responsible behaviour by incorporating the external, contextual, or group variables that influence such behaviour (López Miguens et al., 2015).

In recent years, the importance of human resource management in companies has been growing unstoppably. It is related to the growth of modern technologies, the education of the population, dynamic movements in the market of goods and labour, the democratisation of society, etc. However, in the face of growing pressure, the complexity of change, and the competition they face on a daily basis, most executives have to cope with the growing conflict and divide between management and leadership requirements of organisations. Managers work under a lot of pressure and stress, so they do not have the time and sometimes the desire to be a leader, and conversely, leaders do not manage to be managers. Combining the two functions is extremely difficult. Because every company works first and foremost with people, there is always a large number of tasks that the company must successfully solve in order to exist. Since human resources are of strategic importance to everyone today, they are a prerequisite for the existence of the company and its further development.

According to the study by Ernst & Young entitled: “Global FinTech Adoption Index 2019”, the level of users taking advantage of FinTech services, expressed as a percentage of the digitally active population for 27 selected countries in 2019 presented the level of 64%. It is worth pointing out that for China this figure amounted to 87%, Great Britain 71%, Switzerland 64% and the USA 46% (Ernst & Young, 2019). As highlighted by Anderson (2015), people of different generations and demographic backgrounds incorporate new technology into their lives at different rates. This paper is focused on Millennials alone, also referred to as Generation Y. This generation includes people born in the period from 1980 to 1995. Millennials, along with Generation Z (also known as iGen and referring to people born in the years 1996–2010), belong to the generations which currently generate highly significant changes in the environment of modern financial institutions (Swacha-Lech, 2019).

Every company needs financial resources for its business activities before its establishment and during its existence. For accounting purposes, these funds are arranged in the balance sheet, in which they form a part called the capital or financial structure, which, including both longterm and short-term sources of funding, is the subject of this research. In addition to the time structure, the financial structure is further divided into equity and debt sources of financing. The question that economists have been trying to answer for more than half a century is “what the right ratio of equity and debt sources of funding is?” We could find studies of various years, such as Modigliani and Miller (1963), Bradley et al. (1984), Bokpin (2009), Orlova et al. (2020), Růčková and Stavárek (2020) or Jin (2021). Unfortunately, even in such a long time, no answer has been found, because the balance of funding sources is influenced by a number of factors and therefore, countless studies dealing with this issue are still being published. In view of this fact, there is no general theory of capital structure, as stated by Myers (2001).