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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).

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.

The digitalization of economies and societies has been one of the key elements in the development of countries worldwide for more than 30 years. However, countries differ in their achieved level of digitalization due to distinctions in technical infrastructure development and human capital characteristics. The four countries of the Visegrád region, Czechia, Hungary, Poland, and Slovakia, were facing the beginning of the digitalization of their economies (in the 1990s) in the period of their ongoing transition processes from centrally planned to market economies. Thus, the resources for the digitalization of these countries were limited in the last decade of the twentieth century. However, the beginning of the new century was marked by a catching-up process of the V4 countries to the other European Union Member States in all areas of social and economic life, including digitalization aspects.

Since December 2019, the SARS-CoV-2 virus has spread rapidly on a global scale (WHO, 2021), strongly affecting organizations from all sectors of activity. Employees, in particular (ILO, 2020), have been forced to quickly alter their work behaviors and manner of working, being obliged to abandon commuting to the workplace and resort to large-scale remote working (Nemțeanu et al., 2021a). The pandemic has made its strongest imprint on the sector of services (Fernandes, 2020), for whom teleworking has become ‘the new normal’ (Belzunegui-Eraso & Erro-Garcés, 2020; Nemțeanu & Dabija, 2021). This new context has dramatically altered task performance – employee productivity having been strongly affected due to the time needed to adapt to the new reality and working conditions (Belzunegui-Eraso & Erro-Garcés, 2020).

Intellectual capital has been a widely discussed topic in the last few decades (Palaščáková et al., 2019). The early research was solely focused on human capital as a strategic resource of a company (Hermanson, 1964). Follow up studies included a myriad of different elements of intellectual capital, i.e. structural and relational capital (Edvinsson, 1997; Pulić, 1998; Sveiby, 1997). Even though these authors have presented the structure of the intellectual capital, the consensus on the classification still has not been clearly set. Some authors propose separating Innovation capital from structural capital in the IT industries (Wang & Chang, 2005). Therefore, this study has followed the overview and classification of intellectual capital into four categories: human capital, relational capital, structural capital and innovation capital.

In the modern world, one of the key factors of success of an organization is intellectual capital. A dynamically changing external environment exerts pressure on enterprises to implement innovative solutions, products and services. The value created to a lesser degree depends on the possessed tangible assets, compared to the value of intangible ones. Intellectual capital resources are established as the basis for the level of competitiveness of an organization in the 21st century by among others Bounfour and Edvinsson (2005), Cabrita and Vaz (2006). Currently, competitive advantage is determined by unique recourses, which are difficult to reproduce by the competition. Intellectual capital is thus more and more often perceived as a key resource of an enterprise. It is also one of the most valuable resources of an enterprise, which enables its sustainable development. It is critical base of organization’s innovative and strategic sustainability (Bontis, 2002; Bontis et al., 2000). It is comprised of human capital, structural capital and relational capital.

Human asset training and development increases the productivity and skills of workers (Saif et al., 2019). Globally, governments spend billions of dollars to promote the workforce, to enhance their country’s economy and innovation. Working women are the pillars of society and play a vital role in its development. The female workforce is the key to innovation, growth, and prosperity in modern societies. Globally, economists focus on the practical and theoretical side of how working women perform an active role within the workforce and how they positively contribute to growth and Innovation (Luci, 2009). Women first started participating in the workforce during the late 19th and early 20th century. Worldwide, owing to higher per capita economic growth, the demand for female participation in the labour force has been increasing and motivating the working women to participate in development and innovation activities.

Employee turnover is studied by various scientific disciplines (psychology, sociology, organisational science and economics). The economic aspect of employee turnover primarily has to do with examining factors that affect employee absence and change of employment. According to its economic definition, employee turnover is an adjustment in the supply of an individual’s labour capacity with regard to satisfaction with working conditions in the broadest sense of the term (Yaniv, 1995).

Mismatches in the labour market are a current topic of discussion for researchers, scientists, politicians and even the general public. The literature focuses both on educational and job mismatches. The aim of this paper is to compare the situation concerning educational mismatches as evidenced by European data.

Přímé zahraniční investice (PZI) jsou jedním z významných faktorů, které ovlivnil ekonomický vývoj tranzitivních ekonomik po roce 1989. Česká republika patři ve střední Evropě ke státům s největším objemem PZI na obyvatele, a to zejména díky své geografické poloze, tradici průmyslové výroby a příznivému poměru ceny a kvalifikace pracovní síly.