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• Dual Focus of Supply Chain Resilience and Sustainability: A Size-based Comparison between SMEs and Large Organizational Approaches

  1-15

  Dániel Simon

  Views:

  245

  The research investigates how organizational size influences the implementation of supply chain resilience and sustainability practices. While resilience and sustainability are increasingly recognized as interrelated priorities, existing literature often overlooks how firm size conditions strategic behaviour, particularly the distinct constraints faced by small and medium-sized enterprises (SMEs). To address this gap, the study employs a two-phase, mixed-methods approach. First, a structured literature review identifying the current state of academic research on the field. Second, a global survey of 252 supply chain professionals captures quantitative data across SMEs and large organizations. Statistical analysis tests three hypotheses regarding core aspects of driving resilience and sustainability outcomes. Findings show that large firms tend to formalize strategies more thoroughly, especially in risk detection and sustainability goal setting. However, SMEs demonstrate comparable resilience through informal, agile approaches and supplier collaboration. Overall, strategic effectiveness does not vary by firm size, but implementation pathways do. This study contributes original empirical evidence to the limited comparative literature on organizational size in supply chain strategy. By introducing size as a moderating variable, the research advances theoretical models and highlights the need for differentiated tools, policies, and partnerships. The findings aim to hold practical value for managers, and support businesses seeking to design scalable, inclusive approaches that enhance resilience and sustainability across the entire supply chain spectrum.

• Talent Management in International Practice Through the Example of Europe and China

  454-464

  Mária Héder

  Views:

  382

  The reason behind is that they have their own principles, strategic goals and industrial environment that they have to manage on daily bases. The current labour and talent shortage across Europe forces local companies to supply their demand of manpower from foreign countries – encouraged by the ’four freedoms’ of the EU. In consequence of the globalisation, we have to keep in mind that running a talent management system has its challenges. For instance, employees with different cultural background might have unconventional needs. Due to the cultural, demographical and economical differencies, we must know the structure of our labour force to use the most beneficial tools to induct, motivate or retain our human resource. The aim of this research is to analyze Europe’s and China’s talent management systems to reveal similarities and differencies between them and pick the most notable ones. From the point of comparison, analysing China would be important for European countries to discover further possibilities, as nowadays China has one of the most dynamically developing economy with enormous population behind. The primary result of the research is that deficiency of talent is irrespective of the size of the population and it causes difficulty in both European and Chinese fields, therefore it proves to be a real and general challenge needing attention at organizational level. Furthermore, identifying regional patterns considering peculiarities, the framework of talent management systems can be defined and be found summarised in the article.