Afdol Muftiasa, Lili Adi Wibowo, Ratih Hurriyati, Agus Rahayu
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.
Seyedeh Samaneh Seyedi, Abolfazl Darroudi
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).
Peter Karácsony, Zdenko Metzker, Tihana Vasic, Judit Petra Koltai
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.
Zdenko Stacho, Katarína Stachová, Michal Lukáč, Václav Kupec, Naděžda Petrů
Today’s business environment requires leaders to be able to react quickly to the changes that are constantly emerging. Agile techniques help leaders face such challenges and engage the organization in an environment where it can respond flexibly to emerging changes (Fincke et al. 2020; Hitka et al., 2018). Agile people leadership is based on motivating team members while allowing them to communicate with each other and set goals, with each of them involved in decisionmaking and capable of self-management (Salajová, 2020). In the past, people leadership has mainly focused on the individual and his or her relationship with subordinates or successors. The field of leadership has primarily focused on the behavior, thinking, and actions of the leader in a team or organization (Blštáková et al., 2020; Jankelová et al., 2021; Salajová 2020). This paradigm has dominated the field of organizational behavior for decades.
Andrzej Janowski, Olga Gonchar, Ruslan Yakovyshyn
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.