Purpose: The purpose of this study is to examine the organizational and human resource (HR) responses to the challenging economic conditions caused by the war and the COVID-19 pandemic. Given the limited evidence available on how organizations adapt to such crises, this research aims to develop a conceptual model and empirically investigate the influence of two specific factors: organizational size and direct economic ties with the Russian and Ukrainian markets.This study employs a mixed-method approach, combining both theoretical and empirical research. A conceptual model was first developed to outline potential organizational reactions to crisis conditions. The empirical part of the study involved data collection from 128 organizations, including companies and institutions, in Slovakia. The analysis was conducted to test two hypotheses regarding how organizational size and economic connections with the Russian and Ukrainian markets affect organizational and HR responses in times of war.The findings of the study indicate that neither organizational size nor direct economic linkages with the Russian and Ukrainian markets significantly influenced the responses of the organizations studied to the economic difficulties caused by the war. This suggests that other factors may play a more critical role in shaping organizational and HR strategies in response to crises.For theory, this study contributes to the existing literature by challenging the assumption that organizational size and direct economic ties to conflict-affected markets are primary determinants of organizational responses to crisis. For practice, the findings suggest that managers and HR professionals need to consider a broader range of factors beyond size and market exposure when developing strategies to cope with economic disruptions caused by global crises.This research is original in its focus on the specific impacts of war and pandemic-induced economic conditions on organizations in Slovakia. The study provides valuable insights into how organizations navigate crises, expanding the understanding of crisis management and organizational adaptability. It adds value by highlighting the need for more comprehensive models that consider a wider array of factors influencing organizational behavior in times of global economic disruption.

There are significant differences between the culture, ideology, and values of different nations, so it is not surprising that there are differences in business ethics and etiquette. Therefore, it is essential when establishing and maintaining business relations that the parties get to know each other's ethnic customs or general international etiquette to approach each other with greater understanding and develop more successful business negotiations and business relationships. This paper aims to illustrate the similarities and differences in etiquette behavior, through the examples of two neighboring countries (Slovakia and Hungary). Based on the results of our primary, questionnaire-based, cross-national research, we conclude that companies in both Hungary and Slovakia consider that the manifestations of business ethics in the countries have improved over the last ten years due to globalization.

The main goal of our research, and thus, of our present study, was to explore some problems and issues of business behavior and etiquette in Slovakia and Hungary. The international comparative research program launched by Fam and Richards was our starting point, in which we examined these two countries. We found that due to the cultural differences in the dimensions of the Hofstede model, differences can be detected in business ethics and etiquette in the business life of Hungary and Slovakia, which can be supported by statistical methods. At the same time, our results also showed that almost a half-century since Hofstede research has not passed without a trace in the Central European Region. The transition from socialism to a market economy involved border openings. At the same time, it facilitated the convergence of the business culture of Slovakia and Hungary, changing the relative position of these two countries on the Hofstede scale. We drew attention to the fact that it would be worth repeating Hofstede's research to record socio-economic changes, in the case of intensely transforming societies and countries.