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Although small and medium-sized enterprises (SMEs) are highly important for producing highvalue-added innovative and intermediary goods and play a crucial role in being suppliers of large enterprises, their financial restraints cause them to encounter problems regarding their internationalization process and financial performance. As a dynamic capability of Resourcebased View theory (RBV), the usage of marketing communication tools (MCTs) by SMEs, such as social media (SM), websites, telemarketing, direct mail, SMS campaigns, and Google Adwords, increases the competitiveness of SMEs and might enable them to reduce their financial performance and export concerns. However, the usage of these tools can differ depending on the firm's country of origin since countries have various socio-economic and cultural conditions that affect the competitiveness of firms and their marketing communication approaches to their export and financial performance. In this regard, this paper aims to find international differences in the impact of the usage of MCTs on export and financial performance. This paper examines 1221 SMEs from Czechia, Slovakia, and Hungary for this aim. The researchers created an online questionnaire to collect data from randomly selected respondents in the research sample. The researchers also ran Binary Logistic Regression analyses for analysis purposes. Although this paper confirms international differences in the impact of MCTs on the export of SMEs, the effect of SM usage on the financial performance of SMEs does not differ depending on the SMEs' country of origin. [ABSTRACT FROM AUTHOR]

Change has become a necessary condition for any organisation to operate successfully in the market while meeting the ever-changing demands of all stakeholders. There is simply no other way to survive the intense competition and frequent changes that occur in the market. Only organizations that are able to respond to change, learn faster and move forward gain more expertise to better face the challenges brought about by changes in the business environment. The aim of this paper is to identify what changes organisations have made in recent years and how they manage these changes. To achieve this aim, five research questions are formulated in the area of change management in the business environment of the Czech Republic. Despite progress in implementing change, some companies are still reluctant to consider strategic changes and pursue only process improvements such as performance management, restructuring or process redesign of functional areas instead. The results also indicate that some companies are rather slow to implement change, starting with planning and attempting to change the management of the company. [ABSTRACT FROM AUTHOR]

This paper analyses the impact of company size on the application of human resources (HR) investments. Data were collected through a questionnaire distributed to 610 SMEs in the Czech Republic. Properly completed questionnaires were obtained from 581 enterprises. The data were evaluated using the Chi-square test of independence, Kolmogorov-Smirnov normality test, Kruskal-Wallis test, and analysis of variance. Research questions were divided into four groups. The first group examined the application of HR investments as a reward, and the second group as a tool for increasing the interest in employment with the company. Another group focused on human capital management (HCM) and its impact on corporate financial performance. The last group dealt with HCM to improve the competitive advantage and the market position of the company. The results show that company size has a significant impact on the application of HC investments. In all groups, large enterprises (150+ employees) make investments to a greater extent than smaller companies. As for sector, the highest rating was recorded for companies operating in logistics and transport. The overall evaluation shows that large companies use the items more often, and no significant differences were recorded between different sectors. The findings may help large enterprises to realize that investment in human capital is long-term, increases competitiveness, and generates indirect returns. Small enterprises can also make investments in human capital, although to a limited extent, and it is not advisable to totally avoid such investments. The limitations are in the selected research method, the number of questions and respondents. [ABSTRACT FROM AUTHOR]