The environment of contemporary organisations is defined as turbulent, due to novelty, speed and unpredictability of performed changes as well as an increase of its complexity level. It is accompanied with uncertainty of conducting an activity. New determinants require fast adjustment which requires the changes in assumed priorities and as a consequence-new paradigms. One of the paradigms is talent management. The aim of this study is to present talent management as a new paradigm in a contemporary organisation. To fulfil this aim, the traits of the new paradigm were presented, the meaning of talent management for strategic success of an organisation interpreted in the context of satisfying the needs of particular groups of stakeholders was emphasised, and actions which must be undertaken so as talent management contributes to this success were mentioned. The consequence of the new paradigm-talent management, is emphasising the identification of key resources of talent i.e. these for which the difference in quality and availability of talent significantly influences the processes or resources in the greatest level influencing a strategic success-sustainability, which concerns a wider aspect than a financial result only.

Socioeconomic development is a process of quantitative and qualitative changes that increase phenomena in the economic, social and cultural areas. Various types of capital, including human and social capitals, support this development. These capitals are often described in literature. Less information on the subject of creative capital derived from the Florida's theory is available in the subject matter literature. The aim of the paper is to identify the role of human, social and creative capitals in socioeconomic development. Against the background of the capitals characteristics, their similarities and differences were pointed out. Human capital is substitutive against social and creative ones. However, these two capitals have a complementary character in relation to human nature. The identified roles of the three capitals described in the comparative dimension in the aspect of a commune, a region and a country development are an original contribution to the paper.

Przedsiębiorczość jednostki staje się szczególnie ważna w chwili przejścia z etapu nauki do pierwszej stałej pracy zawodowej. Ten czas determinuje jej decyzje dotyczące aktywności zawodowej w przyszłości. Za kluczowe dla powodzenia inicjowanych przez jednostkę przedsięwzięć uznać należy jej wewnętrzne uwarunkowania, które koncentrują się na jej podmiotowych możliwościach, predyspozycjach do przejawiania przedsiębiorczej inicjatywy, pokonywania trudności czy radzenia sobie ze stresem. Celem opracowania jest ocena postaw przedsiębiorczych studentów ekonomii. Artykuł zawiera rozważania teoretyczne oraz wyniki badań empirycznych o charakterze pilotażowym. Badania ankietowe przeprowadzono na grupie studentów Wydziału Ekonomii Uniwersytetu Rzeszowskiego, przechodzącej z systemu edukacji na rynek pracy. Wyniki przeprowadzonych badań dowodzą, że respondenci deklarują cechy charakterystyczne dla osób przedsiębiorczych – swoje dyspozycje do bycia osobą przedsiębiorczą większość z nich ocenia na poziomie co najmniej przeciętnym. W celu skorzystania z potencjału młodych osób niezbędne jest wspieranie inicjatyw przedsiębiorczych przez kreowanie określonych warunków zarówno na poziomie makroekonomicznym, jak i wewnątrz organizacji, zwłaszcza jednak w ramach systemu edukacji.

Motivation: In a knowledge-based economy, the competitiveness of companies is increasingly determined by an ability to use their resources to respond to changes. A particular role is attributed to intangible assets which become basic, while other factors are beginning to take on a complementary role. In today's business the talent -a talented employee s strategically important. However, resources are not valuable in themselves, but they are important in terms of activities aimed at achieving a competitive advantage. Recruiting and retaining talented employees is one of the biggest challenges in many businesses because of their outstandingness. Taking into account their specific characteristics, needs and expectations, an ability to pursue a career becomes the key issue. Aim: The purpose of this article is to show the importance of career talents for the competitive advantage of a modern company. Its realization will be made by presenting the talent as a source of competitive advantage. The importance of contemporary career models for talented individuals as well as the company perspective will be shown. Results: Traditional organizational careers are not a thing of the past -careers continue to be a means to accomplish strategic goals of the organization, especially during the ongoing talent war. Temporarily employment relationships and the high mobility of talented individuals mean that for this group of employees organizations should strive to build long-term relationships as a result of managing their careers within the organization. Such career development will contribute to the company's strategic intentions.