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The article focuses on the changing importance of supplier-customer relationships during crises, especially highlighted by the COVID-19 pandemic. Topics include the influence of firm profitability and industry type on relationship dynamics, the challenges encountered by Czech businesses, and the potential long-term effects on value chain management practices.

Aim: This paper focuses on the evaluation of the impact of the use of compensation bonuses during a pandemic on the economic situation of companies. Methods: In order to achieve this objective, a primary quantitative survey in the form of a questionnaire survey was conducted in Czech enterprises and two research questions were set. The research questions were answered by testing four hypotheses, which focused on testing the relationship between the use of compensation bonuses and the nature of the change in the economic situation of the enterprise in terms of sector, size and prevailing business relationship. The parametric two-sample onefactor ANOVA and Pearson's Chi-squared test were used to test the hypotheses. Main findings: The results showed that the use of compensation bonuses was associated with a negative change in the economic situation of the firms. Differences in the magnitude of the effect were observed in terms of the prevailing business relationship and the size of the enterprises. The business sector did not affect the strength of the association between bonus use and change in economic situation. Limitations of the paper: the paper focuses on observing the short-term trend and is limited to Czech enterprises during the pandemic period. [ABSTRACT FROM AUTHOR]

The article examines the evolution of organizational and management structures in the Czech Republic and the Netherlands, highlighting the shift towards more agile and hybrid models to enhance adaptability and resilience. Topics discussed include the comparative analysis of management frameworks, the impact of organizational size on decision-making speed and flexibility, and the influence of cultural and business practices on management structures.

The article investigates the impact of digitalisation on business performance in Czech companies during the COVID-19 pandemic. Topics discussed include the effect of digitalisation on business processes, the correlation between digitalisation measures and business sector performance, and the influence of these measures on economic efficiency.

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]

The business architecture, whose integral part is an organizational and management company structure, will be playing more important role in the future while pursuing its business goals. As a matter of fact, the organization and management of business processes that constitute its organizational and management structure demonstrate significant changes as a result of the changeable business environment. These issues are discussed in this article. The testing data set 381 SMEs (from which 114 were micro-enterprises, 141 small-scaled enterprises and 126 mid-scale enterprises, including without limitations enterprises from South Bohemian Region) analyzed applied organizational and management structures in separate scale categories of enterprises including degrees and stages of management. Pearson’s chi-squared test was used as a statistical method; p-value was employed to test zero and alternative hypotheses. SMEs manifested a transition from linear and line-staff structures to matrix and functional ones; mid-scale enterprises used strategic business units. Microenterprises and partly small-scale enterprises employed degree of management, mid-scale 3 and more degrees of management. The conclusion of the article specifies the estimated development of the organizational architecture in SMEs in the Czech Republic in relation to expected changes in the external business environment in particular.

The topic of strategic management and decision making was underestimated by SMEs for a long term. Managers believed that experience, intuition and operability are the key success factors of their management work. These opinions have recently been abandoned in the management practice. This paper is focused on the analysis of strategic management and decision making and presents the outputs from research based on a test sample of 381 enterprises, of which 114 microenterprises, 141 small enterprises and 126 medium-sized enterprises. The company size categorization within this sample is corresponding to the SME structure in the South Bohemian Region. Lack of awareness of procedures for development of essential strategic documents such as vision, mission statements and a corporate strategy was observed. More than 60 % SMEs do not have such documents. are Similar results were obtained with respect to the development of a corporate strategy using the methods of a strategic situation analysis. This finding is alarming and its adverse impact can primarily be expected in a period of economic recession or downturn.