Challenges to national defence in contemporary geopolitical situation

This article examines the key determinants influencing psychological well-being among students in both types of institutions by synthesizing findings from empirical research published in peer-reviewed academic journals. The comparative perspective adopted here aims to illuminate shared challenges as well as the psychosocial specificities of military higher education. Understanding these patterns is particularly relevant in contexts such as the Czech Republic, where military universities operate under the authority of the Ministry of Defence and follow unique structural, educational, and professional mandates. By integrating existing evidence, the article seeks to inform more effective, context-sensitive mental health strategies within both civilian and military academic settings.

The paper examines the role of the University of Defence as the academic engine of a Multi-Domain Concept Centre supporting Multi-Domain Operations in a small-state context. Using document and comparative analysis and stakeholder workshops, it proposes a Concept Development and Experimentation–driven framework integrating doctrine, experimentation, capability planning, and education. Findings show that academic leadership enhances methodological rigor, interoperability, and knowledge transfer. The paper presents an original NATO-aligned model for sustainable multi-domain concept development.

Human resource management is an essential element in shaping a safe working environment. How the company manages human resources will determine the level of achieved goals. The study analyses the quality of occupational security of people deprived of their liberty in Poland. The obtained findings can be instrumental for constructing better-tackled policies.

The military university type of education in the Czech Republic is provided by the University of Defence. As other universities, it has to deal with students prematurely leaving their studies. We have collected available data to assess students’ dropout rate. Using parametric and nonparametric methods, we identified that the highest leaving rate occurs during the first study year reaching a maximum after five and a half months from the studies beginning, then it gradually slows down. We assume that our results can help the academics and commanders to make timely decision and positively encourage the students in their studies.

Over the years there has been a phenomenal growth in the number of social enterprises in India. This is partly a consequence of a new policy of the government to gradually withdraw from social development activities. The gap thus created is being filled by social enterprises. A social enterprise can be a for-profit or not-for-profit venture engaged in income-generating activities with an agenda of bringing positive change in the society. While social enterprises are engaged in the development of people, it is rather paradoxical that they experience a variety of problems with respect to the management of human resources within their enterprises. It is common knowledge that social enterprises perennially struggle with various critical human resources issues such as getting employees at low rates of compensation, providing growth opportunities for employees within the organization, retaining talent especially in the middle management, providing clearly defined roles and tasks to employees, leading to high attrition and increasing the cost of acquiring and training new employees. Thus, it becomes critical for social enterprises to think out-of-the-box and try a variety of innovative strategies to overcome these problems. This paper discusses a few such innovative HR strategies adopted by social enterprises to attract and retain talent, such as offering jobs to people with vision and value congruence, enhancing the credibility of the organization through brand building, providing opportunities for personal growth, creating a sense of ownership among employees through participation in decision making, creating sense of ownership among employees by giving equity shares, creating entrepreneurial opportunities within the organization, finding employees from among beneficiaries, attracting employees to serene lifestyle in peaceful and scenic location and providing attractive fringe benefits to the employees. Collectively these strategies seem to suggest that social enterprises adopt a ‘partnership paradigm’ for managing their employees.