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Previous research has demonstrated that the experience of fair treatment (organizational justice) motivates workers to accept their leaders’ decisions, even when these decisions are viewed as unfavorable. We aim at extending these findings by testing for mediating effects of the perceived impact of the COVID-19 pandemic on the organization as a particular example of a hindering external condition. We expected that employees’ perception of management response to the pandemic would partly mediate the effect of organizational fairness on employee compliance.

In Study 1 we surveyed a nationally representative (N = 1,001) sample of employees. In Study 2 we used a representative sample (N = 250) of those workers who were laid off during the pandemic.

We show that an organization’s perceived ability to adapt to the pandemic partly mediated the relationship between organizational justice and acceptance of management decisions. Employees who were treated fairly were more ready to accept management decisions and viewed their organization as better prepared for hindering external conditions such as COVID-19. Their perceptions of organization’s ability to adapt partly mediated the effect of organizational justice on decision acceptance.

Our study is among the first to identify a link between organizational fairness and organizational adaptation. We show that employees perceive fair organizations as better prepared for external shocks.

This paper aims to show the importance of people management as a key indicator of business excellence based on four research projects, conducted on the samples of Polish (in the years 2004‐2005 and 2006‐2007) and Danish companies (in 1999 and 2005).

EFQM Excellence Model indicators were used as the evaluation criteria for the studies. The data were next estimated as a structural equation model by partial least squares using SmartPLS software. That estimation was conducted on the model of the Danish Business Excellence Index methodology. Presented data make it possible to compare developing Polish and developed Danish companies in their initiatives aiming at business excellence.

The results indicate significant negligence in the management of human resources as one of the initiatives towards business excellence of Polish enterprises before Poland's accession to the European Union (EU). At the same time, the results from the years 2006‐2007 confirm that, after several years of the functioning of the Polish economy in the structures of the EU, the role of the human factor as a key indicator of business activity results has increased, leading to a drop in the distance dividing Polish and Danish enterprises.

The paper is a continuation of previous work by the authors, which made it possible to compare developing Polish and developed Danish companies, before Poland joined the EU in 2004. The paper builds on the research and conclusions contained in the previous work of the authors, adding new data coming from Poland, collected in 2006‐2007.

The purpose of this paper is to present modern marketing tools used by today’s businesses to maintain or strengthen the value of their brands in the conditions of deteriorating economic situation. The specific purpose is an analysis of activities that might be attempted by companies in emerging markets in order to increase the strength of their brands.

The paper presents the determinants of the development of brand value. An analysis has also been made of activities connected with the development of the brand based on the experience of the best brands in the world. Considerations are based on secondary sources, from national and international journals, books, magazines and specialist reports, as well as were supported by research results of the most valuable brands in the world.

The paper provides the insight of marketing activities, that may favor building brand value in the time of recession. It was suggested that recession may be a good time for some companies to invest in the brand. However, today’s competition conditions are forcing companies to used more modern marketing techniques in order to build a positive brand image. In addition, customers increasingly expect to be able to engage in brand and wish to influence its image.

The paper includes implications for companies in emerging markets, through which it is possible to effectively manage brand value in the time of crisis. These proposals are an important course of action for companies from emerging markets, which tend to increase the strength of its brand.

Due to the fact that the considerations in the paper relate to general proposals for action, the results can constitute a starting point for in-depth research in the future. An interesting issue would be to assess the effectiveness of the proposed activities in emerging markets.