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Entrepreneurship is a source of innovation, employment, growth and economic development (Penaluna, 2018). Therefore, promoting entrepreneurship education is one of the most important policy objectives in the European Union and in the Member States (Kuratko et al., 2021). Raising the level of entrepreneurial knowledge is seen as essential in shaping mindsets as well as providing the necessary competences to develop an entrepreneurial culture. Therefore, it becomes important that efforts in the field of entrepreneurship education are directed towards providing society with an opportunity to acquire the aforementioned competences with the highest degree of educational efficiency (Valerio et al., 2014). Therefore, academics are increasingly calling for more determined action aimed at developing theories of entrepreneurship education (Davidsson et al., 2001; Haase & Lautenschlager 2011; Low & MacMillan 1988). The validity of this appeal is still relevant in 2022 and, although evidence for a well-articulated theory is still limited, the historical foundations of entrepreneurship education theory already exist.

One of the newer models, the Human Activity Assistance Technology (HAAT), shows that when human enactment encompasses the practice of assistive manoeuvres, the performance depends on some relevant factors related to people, activities, and assistive technology products. In recent centuries, the mandate for the growth of senior medical services that utilize new technologies and support independent living has amplified. Some activities focus on observing and evolving internal autonomy, exclusively for the old and people with infirmities. Many solutions are based on specific technologies such as WLAN connection or Internet of Things (IoT) systems, especially for a humanoid identity for an extensive collection of interior amenities (Baucas et al., 2021). However, complete independence in performing daily tasks and activities is a challenge for people with disabilities, including those with visual impairments. Several studies open up new opportunities by proposing tools, methods, and assistive technologies (AT) to overcome many obstacles.

The life cycle of companies is a popular topic among researchers and managers, as it provides guidance for strategic decisions according to the current life stage of the organization. Each stage of a company’s life cycle imposes its own set of features and needs, including employees, leadership styles, structure, decision making, information processing, and approach to innovation (Miller & Friesen, 1984). The popularity of this topic brings with it a large number of approaches to determine a life cycle stage and, at the same time, different numbers of stages (from three to ten) in the presented models. A model with three phases is represented by Smith et al. (1985); four phases by Quinn and Cameron (1983), Pashley and Philippatos (1990); five phases by Miller and Friesen (1984), Lester et al. (2003); eight phases by Torbert (1974); and ten phases by Adizes (1979). Authors from the last decade are listed in the chapter Theoretical Background.

Identifying the optimal location for a business in a market environment depends on the quality and availability of up-to-date information on comparable businesses, maintaining the conditions of comparability, selection of indicators and the methods of analysis of the financial and economic position of the business in the space. In this paper, food retail stores are evaluated. We have focused on this type of organization, because they are also of some importance for people from smaller towns, especially villages where there is only 1 store. In the event of its closure, residents are dependent on travelling to larger cities. Doing business in food retail is not as easy as it seems. With the arrival of retail chains, there was a significant reversal in consumer purchasing behaviour. People began preferring cheaper and lower-quality food. Today, the situation has changed and a growing number of consumers also place emphasis on the quality of food sold. They pay for quality and safe food.

The COVID-19 pandemic has had a profound and immediate impact on humanity and organizations worldwide. Companies were confronted with a challenging business environment and the growing importance of information and communication technologies (ICT). Entities of all sizes have been exposed to the unprecedented virus-driven need to adapt their business models to rapidly changing requirements. It is already evident that the need for speed will not be temporary – digitization, globalization, automation, analytics, and other drivers of change will also accelerate. To recover and thrive in the contemporary volatile and complex world, leaders will have to quickly adapt to the market and socio-psychological alterations. Agile methodology is not a novelty. For decades, the ICT industry has been using it to improve productivity and motivation, enhance product quality, and shorten the time to market.

Design is an important factor that contributes to the business success thanks to its potential to strengthen their competitiveness (D’Ippolito, 2014). There is a correlation between the use of design and business performance and subsequent macroeconomic growth (Denmark National Agency for Enterprise and Housing, 2003). An example of an economy significantly influenced by design is Great Britain’s economy. Design Economy created a gross value added of 85.2 billion GBP in the United Kingdom in 2016, corresponding to 7% of British gross value added. In a longterm perspective, between 2009 and 2016 the economy influenced by design grew by 52% and expanded far beyond fields that are part of creative industries (Benton et al., 2018). Design is a specific subtype of Innovation (OECD/Eurostat, 2018); it is an important business factor and it is integrated into many aspects of production and deliveries of products. The use of design helps companies to innovate, it increases companies’ productivity and turnover (Benton et al., 2018).

Managers need to know the situation of companies they manage and what their prospects are in the market. That is why the financial analysis has become a necessary part of the managerial decision-making of any company that intends to succeed in today’s competitive environment. It represents an assessment of the past, the present and the future of the company’s financial health. One of the tools of financial analysis is the bankruptcy prediction model. The great advantage of such models is that their primary source of input data is based on internal information from the company, internal accounting statements, included in the final accounts, that is, their balance, profit and loss statement, cash flow. Accounting units are obliged to prepare their final accounts according to legal requirements. For example, in the Czech Republic, under Act No. 563/1991 Coll., on Accounting, there is an exemption for micro and small accounting units that do not need to prepare cash flow statement if their turnover is up to CZK 200 mill. and their assets are not greater than CZK 100 mill.

Cultural intelligence (CQ) is the ability to effectively function in a culturally diverse environment and succeed in such environment (Ang et al., 2007). CQ gives people and organizations a competitive advantage in international markets (Ang & Inkpen, 2008; Groves & Feyerherm, 2011) and is seen as a prerequisite for the success of any subject in an international environment (Elenkov & Manev, 2009; Creque & Gooden, 2011; Groves & Feyerherm, 2011; Livermore, 2015). Present success or failure in an international and intercultural environment is strongly affected by intercultural sensitivity, cultural intelligence, and ‘cross-cultural competencies’ as an overarching way of thinking (Johnson et al., 2006). These competencies make people more capable of making important global strategic decisions and communicating better on an intercultural level.

Humankind finds itself facing unparalleled circumstances since the worldwide outbreak of COVID-19 created significant changes in societies worldwide. Societies were surprised at the rapid spread of the virus and the ensuing global crisis. Due to the worldwide effects of the crises many authors compare it to natural disasters (Anderson et al., 2020; Sarkis et al., 2020; De Vito & Gómez, 2020; Haghani et al., 2020; Haroon & Rizvi, 2020). The scope of COVID-19 crisis caused significant disruptions in economic, social and health systems, thus creating a challenge for societies. For entrepreneurs, this crisis brought both problems and opportunities. These conditions laid bare their vulnerabilities and critical points. Consumers were forced to adapt their needs and shopping habits to extreme conditions influenced by both implemented and enforced government measures to stop the spread of the virus.

Innovation-driven economic development is a global trend. Specifically, in the Sino-American trade war, the events, such as the suppression of Huawei 5G, knock the alarm bell of independent research and development (R&D) in all countries. Hence, the entire society is aware of the strategic signifikance of corporate innovation and key technologies to the companies and the entire country. Compared with traditional investments, such as fixed assets investment, the Innovation investment is featured by large capital demand, long recycling period, high risk, and others. The interruption of the capital supply chain will generate high adjustment costs and sunk costs (Ju et al., 2013; Gu et al., 2019). As important enterprise managers, institutional investors have become an important force that cannot be ignored in the current capital market.