This paper reports on the experiences of working with new digital tools along with the experience of new remote work. We explore the emotional experiences of working from home during the first three months of the COVID-19 pandemic and their implications. There were two groups of respondents participating in the study, those who had experience working remotely before the pandemic [digital natives] and those who started working remotely during the pandemic [digital immigrants]. The results show that emotional experiences while working from home do not differ depending on the profession, age, gender, length of experience and from previous remote work. This suggests that the digital natives had to deal with the same emotions as the digital immigrants. The study found that independent external changes determine the growth of competence in employees, in this particular case, to work remotely. Working in conditions that are difficult for everyone obliges employees to cooperate, even across company boundaries, and increases each other’s competencies. In such situations, the management is required to be emotionally involved and closer to the employee.

In the turbulent environment of modern business, attracting and retaining valuable human resources have become one of the main means of competitive edge. The satisfaction of current employees and talent retention are essential elements of organizational success. Against this background, this study aims to examine whether the process approach to internal employer branding, including internal branding activities (IBA) and conducting intra-organizational research (CIR), allows for the improvement of the current employee involvement. The study used the method of regression analysis. In addition, a survey was used as to collect necessary data. The sample included 120 personnel, selected by a convenience sampling method. In the light of the conducted analysis, it was confirmed that CIR significantly increases the employee value proposition (EVP). Likewise, IBA directed at current employees has a significant impact on EVP shaping. In this context, assuming EVP as a measure of employee involvement, it has been shown that the adoption of a process approach to employer branding can lead to the improvement of the current employee commitment and productivity. Thus, employer branding seen as a process in line with the human resource management and corporate strategy can contribute to building a competitive advantage.

The aim of this paper is to identify the impact of environmental turbulence on the risk of cooperation in technological entrepreneurship. Multidimensional factors such as the risk of cooperation, environmental turbulence, and the reaction to operationalized changes were selected during the literature review, and were subjected to empirical verification on a 304 element sample of SMEs, which are implementing technology entrepreneurship. The study used a questionnaire interview technique conducted directly in the company, and the research tool was a specially prepared questionnaire. Because of the multidimensional character of the studied variables, structural modelling was chosen. In addition, the influence of selected mediators and moderators on the relationship between the turbulence of the environment and the risk of cooperation in technological entrepreneurship was examined. The article has been divided into five main sections. The first section constitutes the introduction to the deliberations. A detailed review of the literature, taking into account the principles of operationalization of each of the presented variables, is discussed in the second section. The methodology used is then presented. In the next section of the paper, the results of the research are presented and then a broad discussion of these results is undertaken. The last section is a summary of the conducted research and its limitations. Knowledge about the antecedents of cooperation risk allows for the minimization of the presence of adverse phenomena, while knowledge of the directions of their impact greatly enriches the experience in the management of this type of relationship. The presented research may contribute to the construction of a rational model of the cooperation risk management process, in particular, in the case of adopting resources existing within the organization.

Purpose: Drawing on marketing and recruitment theory, we examined the relationships between employer branding and employer attractiveness as seen by currently employed employees. The evidence was sought of which employer branding practices (external or internal) may have the strongest impact on the employer's image perceived by employees. Design/Methodology/Approach: Based on an outline of current conceptualizations of employer branding, the paper discusses the potential of external employer branding activities and internal branding processes in the context of the impact on the employer attractiveness perceived by employees. This paper selects 520 employers from local services firms in Poland. The hypotheses are tested using SEM-AMOS. Findings: Data from 520 employees representing the service companies provided some evidence that more intense external employer branding activities and more intense internal employer branding practices directly affected employer attractiveness, considered in terms of expected benefits. Research limitations/implications:To concentrate on the research objective, the authors only consider the same characteristics in each workers' job environment, neglecting differences in employment conditions, living environment, etc. Practical implications: Our study reveals that internal and external employer branding activities could change employees' perception of an organization's attractiveness. Originality/value: We seek to contribute to the employer branding literature by investigating specific external and internal factors that affect employer image and employer attractiveness. The results support the notion that external employer branding and internal branding practices directly affect employer attractiveness.

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