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The paper’s aim is, in a broader sense, human resource management in the context of change management. Different groups of individuals manage change differently. Therefore, it is essential, appropriate and expedient to examine the perception of change in the 21st century. Changes are happening more and more frequently due to scientific and technical progress. Changes are part of the life of every single member of society or every organisation. Therefore, a study of this issue must be considered justified. This paper presents the results of research focused on small and medium-sized enterprises. Employees of small and mediumsized enterprises in the study evaluated the effects of possible changes in enterprises from their work and organisation. The article examined in more depth personal perceptions, especially those who have not yet undergone a change. The second group surveyed are- employees who have already passed through the ground in their professional lives.

Given the rate of growth in online grocery shopping revenues, retailers and manufacturers need to understand how consumers behave when shopping online (Anesbury et al., 2016). Thus, categorising customers into groups according to typical elements of their customer behaviour is important both in terms of increasing knowledge about customer behaviour from a scientific perspective and in the development of, for example, companies’ marketing strategies. In fact, by dividing customers according to an appropriate segmentation, a company can divide its market into several suitable segments in which customers have similar characteristics and needs and which it is effective to target. This paper focuses on the domain of customer segmentation and specifically on the field of online grocery shopping, which has been one of the fastest-growing online categories in recent years around the world.

Companies are constantly on the lookout for methods to boost their performance (Bouwman et al., 2019; Jabbour et al., 2020; Taouab & Issor, 2019). The company will always work, earn, and maintain the constantly changing performance, including in the new normal era of the coronavirus disease 2019 (COVID-19) pandemic (Dora et al., 2021; Irawan, 2020; Jesus et al., 2020). The corporate world is not immune to the ripple effects of the COVID-19 pandemic. Companies need to understand that rivalry is for physical and intangible assets, such as intellectual capital, when they want to thrive and succeed in the market. The higher the level of intellectual capital, the better the company will develop its intellectual capital to increase investor and stakeholder confidence in the company. Better use of intellectual capital will improve the company’s firm performance. Intellectual capital (IC) if we use the resourcebased theory (RBV) reference, then we can state that IC is a unique resource that can be used in the preparation and implementation of corporate strategies to create competitive advantage and corporate value, which in turn can increase company performance.

One of the most critical phenomena in modern economics is the potential impact of startups on innovation, economic growth, and employment rates at the regional, national and industrial levels (Sedláček & Sterk, 2017). While startups’ collective contributions are critical, the high-risk strategies they pursue lead to startups’ high failure rates, up to 90% in some industries (Arora et al., 2018; Cantamessa et al., 2018; Marmer et al., 2011), so improving organizational performance is vital to these businesses.- This study examines one critical organizational phenomenon – organizational silence – in Iranian startups. Organizational silence, first introduced in 2000 by Morrison and Milliken, is one of the most significant barriers to performance, growth, and innovation in organizations, where employees become silent consciously, refusing to express ideas, critiques, suggestions, and opinions about organizational operations to influential persons in the organization (Morrison & Milliken, 2000).

After the 24th of January 1980, the Turkish economy had undergone a significant transformation by which inward-oriented and protective import substitution policies had been replaced by outward-oriented and export-based industrialisation and growth strategies (Töngür & Taymaz, 2017). The main characteristics of this transformation composed of liberalisation of the financial sector, opening to foreign markets and integration into international economy (Yeldan, 2016). The government engaged in contractionary fiscal and monetary policies to suppress domestic demand and real wages and kept their priority to increase exports by implementing various incentive and subsidy tools (Doğruel & Doğruel, 2017; Orhangazi, 2020; Soydan, 2018; Yeldan, 2016). As a result of the experienced transformation, Turkey suffered from economic instability and fragility in the post-1980 period (Soydan, 2018). The average annual growth rate decreased from 5.65% in the 1960s to 4.10% in the 1980s (Taymaz & Voyvoda, 2017; World Bank, 2021).