Vol. 59, No. 2 (2026)

Eva ZABUDSKÁ

Diana KVASNOVÁ

Ľudmila MAZÚCHOVÁ

DOI: https://doi.org/10.2478/orga-2026-0008

Abstract

Background and purpose: With ongoing disruptions that affect various sectors, understanding organizational resilience is crucial, especially in tourism businesses. However, studies focusing on organizational resilience often lack objective data and rely on subjective opinions. Even fewer studies combine company data with insights from managers. Therefore, this study aims to explore resilience factors in tourism businesses and strategies used by less resilient ones during the COVID-19 crisis.
Methods: This study used a mixed-method approach to explore organizational resilience, combining company data analysis with insights from tourism managers. Quantitatively, data from 624 Slovakian tourism businesses were analyzed using the Mann-Whitney U test, binary logistic regression, and survival analysis to explore resilience factors. Based on this, qualitative interviews with 10 managers of less resilient businesses examined crisis coping strategies.
Results: The findings reveal that business size and age are significant predictors of resilience, with larger and newer businesses demonstrating a higher probability of maintaining or recovering pre-pandemic revenue levels. Regarding financial indicators, the analysis suggests that rapid debt growth may represent a potential vulnerability. In addition, accommodation services were found to be generally more resilient than restaurants and travel agencies. Qualitative results highlight that less resilient businesses frequently employed coping strategies such as renegotiating financial terms, reducing staff, and temporary closures.
Conclusion: Tourism stakeholders should take these implications into account and assess the key factors that may strengthen organizational resilience.

Keywords: Organizational resilience, Tourism businesses, Logistic regression, Survival analysis, Slovakia

Lidija WEIS
Ljubljana School of Business, Ljubljana, Slovenia

Tina VUKASOVIĆ
University of Primorska, Faculty of Management, Koper, Slovenia
International School for Business and Social Studies, Celje, Slovenia

DOI: https://doi.org/10.2478/orga-2026-0009

Abstract

Background/Purpose: Employee satisfaction with career development is an important factor influencing motivation, commitment, and long-term retention, particularly in the public sector, where career paths are often constrained by legal and institutional frameworks. The purpose of this paper is to analyse employee satisfaction with career development in a selected public institution and to examine the influence of selected demographic and organisational factors.
Methods: The study is based on a quantitative empirical research design. Data were collected using a structured questionnaire administered to a sample of 113 employees in a public institution. Due to deviations from normal distribution, non-parametric statistical methods were applied, including the Mann–Whitney U test, the Kruskal–Wallis test, and Spearman’s rank correlation coefficient.
Results: The results show that length of service and gender do not have a statistically significant effect on satisfaction with career development. In contrast, material forms of rewards have a stronger positive impact on satisfaction than non-material rewards, which deviates from some prevailing theoretical assumptions. Supervisory support was identified as the strongest predictor of satisfaction with career development.
Conclusion: The findings highlight the importance of supervisory support and development-oriented leadership in fostering satisfaction with career development in institutionally constrained public-sector environments and contribute to a better understanding of career development dynamics in Slovenian public institutions.

Keywords: Employee satisfaction, Career development, Public sector, Supervisory support, Employee rewards

DOI: https://doi.org/10.2478/orga-2026-0010

Methodology: The study seeks to determine whether CE moderates the relationship between TMT heterogeneity and company performance. The research was conducted using secondary and primary data with samples of 62 companies and 444 respondents. Moderated regression analysis was employed for hypothesis testing.
Findings: The results confirm CE’s moderating effect and its positive, significant impact on company performance, as measured by return on assets and return on sales. Implications for theory and practice: The paper contributes to the literature by addressing the identified research gap. The inclusion of moderating variables in research models is necessary, as existing research in upper-echelon theory requires improved methodology to achieve greater consistency in results. Furthermore, research results identified recommendations for improving CE implementation in companies.
Originality and value: Due to the limited prior research on this topic, this paper makes a meaningful contribution to the upper echelons’ theory. The findings indicate that corporate entrepreneurship exerts a moderating effect on the relationship between TMT heterogeneity and company performance.

Keywords: Strategic management, Corporate entrepreneurship, Top management team heterogeneity, Moderating variables, Company performance

Abdullah YILMAZ
Selçuk University FEAS, Konya, Türkiye

DOI: https://doi.org/10.2478/orga-2026-0011

Abstract

Background/Purpose: This study investigates the questions “Does supervisor support affect ambivalent identification?” and “Does organizational ostracism play a role in this potential effect?” The primary objective is to determine the mediating role of organizational ostracism in the relationship between employees’ perceptions of supervisor support and their ambivalent identification. The hypotheses are grounded in Social Exchange Theory and Social Identity Theory.
Methods: A cross-sectional survey design was employed. Hypotheses were tested using data collected from 404 employees working in a diverse range of sectors within a major Organized Industrial Zone in Türkiye. Analysis was conducted using SPSS 29 and AMOS 24.
Results: The findings reveal that perceived supervisor support has a statistically significant negative effect on both ambivalent identification and organizational ostracism, while organizational ostracism exhibits a positive effect on ambivalent identification. Furthermore, the findings indicate a complementary mediation mechanism: Perceived supervisor support reduces ambivalent identification both directly and indirectly by mitigating organizational ostracism.
Conclusion: The results support the arguments of the aforementioned theories. By discussing the findings within the context of prior literature, this study establishes a foundation for further research. Moreover, it explores the dynamics within a high power-distance, collectivist industrial culture, offering novel insights into how paternalistic support mechanisms can buffer against social exclusion in industrial clusters.

Keywords: Ambivalent identification, Supervisor support, Organizational ostracism, Social exchange theory, Social Identity theory, Organized industrial zones

Maruša FERJAN
University of Maribor, Faculty of Organizational Sciences, Kranj, Slovenia

DOI: https://doi.org/10.2478/orga-2026-0013

Abstract

Purpose: This study analyzes the implementation of selected HRM practices in small and medium-sized enterprises (SMEs) across four Slovenian industries and examines their relationship with financial performance.
Methods: A survey was conducted among 60 SMEs in four industries (motor vehicle trade and repair, construction, food and beverage manufacturing, and ICT) to assess their involvement in productivity, motivation, satisfaction, organizational climate, organizational culture, engagement, and quality management. Statistical analysis in SPSS examined industry differences and links between HRM practices and financial performance, measured by return on assets (ROA).
Findings: Results indicate significant industry differences in HRM. Car dealerships and ICT companies place greater emphasis on HRM, while construction and food manufacturing companies exhibit lower levels of implementation. A weak but observable relationship was found between HRM implementation and ROA, with the strongest association in organizational culture.
Conclusion: While statistical significance was not fully established, the findings indicate that HRM implementation is associated with improved financial outcomes, with discernible industry-specific patterns in both adoption and effects. These results underscore the need for tailored HRM strategies that align with industry-specific contexts and operational requirements.

Keywords: HRM, Financial performance, SMEs, Industry differences, Slovenia