Cancellation of the events offered by cultural institutions was caused by the restrictions introduced by the government and, at a critical moment, a national lockdown. The COVID-19 pandemic forced cultural institutions to adapt to the new reality. The aim of this article was to present the impact of the pandemic on the activities of cultural institutions, as well as to identify and systematize the activities of such institutions during the pandemic. The following classification, dividing the activities into three groups, has been proposed: virtualization of existing activities, expansion of activities with additional initiatives, and implementation of corporate social responsibility (CSR) initiatives. The greatest challenge was the virtualization of the existing activities and finding new customer markets. The pandemic has contributed to a significant deterioration in the financial situation of cultural institutions because of the reduced income. Long-term effects on cultural institutions may be difficult to predict and losses may be difficult to rebuild.

Green growth is a new approach to the economy that assumes the efficient use of raw materials while minimizing the negative impact on the environment. The aim of the study is to assess green growth in the European Union countries in 2019. For this purpose, secondary data was used and a multidimensional analysis of sustainable development was performed. The non-pattern model together with the Hellwig and Ward methods were implemented. This enabled a comparison between countries, and their classification due to a similar level of development. Based on the analysis, a large discrepancy in terms of green growth was observed in the examined countries. It was noted that the disproportion may turn out to be a problem in the implementation of the sustainable development policy. The results also showed that the position of the country is reflected in its geographic location.

Purpose: Due to the COVID-19 pandemic, the foodservice sector's activities have not only been limited but have also experienced a change – increase in demand for online order and delivery of food. Thus, improving the cost-effectiveness of food delivery is not so much as recommended, as it is necessary. Design/methodology/approach: The aim of this study is to propose a dynamic model of delivery valuation. Using SWOT analysis, the significance of delivery presents itself as a factor influencing competitiveness. An IDI with suppliers allowed for the identification of weaknesses in the current delivery price models. Subsequently, a dynamic price model, based on the possibility of usage of publicly accessible data, was proposed. Findings: Fixed delivery costs can reduce revenues and generate losses in the event of a high fluctuation in fuel prices. Therefore, it is crucial to properly evaluate delivery costs, taking into account not only the distance, but also other variables. The key factors of delivery costs include: one-time cost for the courier’s course, distance, opportunity cost of a given delivery expressed as the possibility of making another delivery defined as delivery time. It should be emphasized that it ought to be determined by the volume of traffic at a given moment. Originality/value: The proposed model provides solutions for the foodservice industry, allowing for optimization of delivery costs. The implementation of the dynamic model in a new market sector can be described as an innovation, which could help not only entrepreneurs, but also customers. Keywords: foodservice sector, online order, food delivery, dynamic pricing model. Category of the paper: Research paper.

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