The environment in which managers currently operate is dynamic and turbulent. This fact affects the great complexity and dynamism of changes. Thus, decision-making becomes more complex in the context of sustainability. Decisive decision-making is becoming rare, and the challenge of globalization is increasing. Under its influence, decision-making is no longer deterministic. Decision-making processes prevail in conditions of uncertainty. In this context, there is a very intense need to be acquainted with progressive tools to support decision-making and management and to apply the acquired knowledge in practice. This paper focuses on three related areas. We are talking about knowledge management in connection with the most important contributing element—decision-making with quality management. We deal with the characteristics of the individual areas, defining their mutual relationship on a systemic basis. The paper also points to the necessary connection between theory and practice. More specifically, it points to the practical applications of management to decision-making as a managerial function and, at the same time, related to decision-making in quality management. Subsequently, we define the links to knowledge management with an emphasis on the use of procedures, methods, and knowledge in the decision-making process, which we use in theory and practice in quality management.

In this paper, we deal with several areas, one of which is the current and important topic of sustainability. We focus on the defined area of sustainability in society and in companies. Sustainability is also a very important requirement for businesses today, including small- and medium-sized enterprises. Based on two hypotheses established by us, we identified, analyzed, and evaluated research carried out in the past in the Slovak Republic and in small- and medium-sized Slovak enterprises in the field of sustainability. The second important area that we deal with in our article is the quality of the products. Product quality is considered a necessity on the market today, a matter of course in today’s global market economy since it is one of the decisive parameters of the product. At the same time, quality management is only a means to an end, and that goal is a quality product for a customer who meets his requirements. Additionally, a quality product must also meet the requirements of other stakeholders, such as legislation. Practical and functional application of quality management in practice, companies, and organizations are implemented according to certain basic proven approaches, principles, standards, principles, and methods. Small- and medium-sized enterprises are a key part of every national economy; they form the national economic “backbone”. Due to their importance, they still need to be paid attention to, so we focus on these types of enterprises on several topics.

One of the objectives of this paper is to examine the empirical effects of certain Human Resource Management (HRM) practices and reciprocity as antecedents of knowledge-sharing (KS) behavior. In an organization, human resource knowledge quality plays a key role in the effective performance of the organization by communicating their knowledge with management and co-workers to perform their tasks in a better way. This is possible only when useful and relevant quality knowledge is successfully shared. Despite various studies on this topic, there is little research on KS and HRM practices in developing countries like Pakistan. A survey-based approach is used for data collection from different employees in the banking sector of Pakistan. The hypotheses are formulated based on the four HRM practices and reciprocity. The dataset is critically investigated using structural equation modeling (SEM). The results of this study suggest that reciprocity, recruitment and selection, and performance appraisals have a significant relationship with KS behaviour. Furthermore, KS is independent of employees’ training and development along with incentive systems in organizations. The contribution of this paper is how certain HR practices and employees’ perceptions about reciprocity influence employees’ knowledge sharing in an organization. This paper assists employers, employees, policymakers, and scholars to understand the factors that can promote knowledge sharing. This study also highlights the significant role of Human Resource Practices (HRP).

My article is focused on one main topic, the topic of lean management. I describe lean management in the article, in basic definitions, principles, and contexts. I do not deal in detail with individual elements and aspects of lean management in the article, because that was not the goal of the article. I define lean management, and its meaning in business practice, further I describe the principles of lean management and lean production.

The 21st century presents unprecedented challenges and opportunities for industrial organizations. Rapid technological advancements, globalization, climate change, major changes in business practices, and shifting consumer expectations, in addition to much bigger, complex, and most importantly, multidisciplinary projects, cause a tremendous impact on how organizations are managed. This article’s contribution primarily focuses on contemporary management, its characteristics, features, and some of its differences from classical management of the 20th century. In the limited space, we describe some important principles on which current management should be built so that companies can successfully face the complex situation in the global market and maintain and strengthen their competitiveness. This article also explores the evolving nature of strategic management in this dynamic context, examining key shifts in strategic thinking, the rise of new strategic approaches, and the critical role of foresight and adaptability.