Customer reviews represent an important aspect when choosing accommodation from the customer’s point of view. The customer assumes that if the facility has a higher number of positive reviews from other customers, his experience with the services of the selected accommodation will be similar. This paper focuses on the importance of customer reviews of accommodation facilities in the context of V4 countries (Czech Republic, Hungary, Poland and Slovakia). The aim of the paper was to analytically evaluate customer reviews of accommodation facilities in V4 countries as an important factor in the selection and reservation of accommodation services, such as gastronomic services, accommodation and additional services. We focused primarily on examining the differences in customer evaluations of accommodation facilities in these V4 countries. The findings highlight the importance of positive and negative reviews in influencing guest satisfaction and loyalty. At the end of the paper, we offer recommendations for accommodation facilities that are focused on positive as well as negative reviews.

Marketing and Management of Innovations - MMI - issued by Sumy State University

Over the last two decades, the banking sector in Europe has undergone significant changes in terms of regulations and market structure, which resulted in a significant increase in M&A transactions. The rise of M&A activity was also a consequence of fundamental changes in the external environment, such as introduction of the euro, technological progress and changing customer demand. The aim of this contribution is to compare the impact of the integration of the countries in the European Monetary Union on the volume (value) and number of realized M&A. The Mann-Whitney U test was used to verify three individual hypotheses. The results of the analysis did not confirm differences in the volume and number of M&As between EMU and non-EMU countries (with the exception of 2 years).

Background/Objectives: Employee engagement is fundamental for the quality and sustainability of the Slovak healthcare sector. While the concept is critical, its operational challenges lie in the differentiated perception of its drivers across the highly heterogeneous workforce. This study aimed to empirically identify and structure the key antecedent factors of engagement and examine their perception based on structural and sociodemographic characteristics among healthcare workers in Slovakia. Methods: This research employed a quantitative, cross-sectional design, utilizing a self-administered questionnaire distributed widely among healthcare providers throughout Slovakia. To achieve the study’s objectives, several advanced mathematical and statistical methods were applied: the Kaiser-Meyer-Olkin (KMO) Measure and Bartlett’s Test for sample adequacy, Principal Component Analysis (PCA) for empirical factor structuring and Analysis of Variance (ANOVA). Results: Three common antecedent factors for healthcare workers’ engagement and well-being were identified: Factor 1—Organizational Commitment and Identity; Factor 2—Meaningful Involvement and Job Satisfaction; and Factor 3—Organizational Citizenship and Retention Intent. Factor 1 was evaluated positively in public (state-owned) and mixed organizations but negatively in private healthcare providers, confirming a statistically significant difference. Factor 2 also exhibited significant differences based on work position: it was negatively rated by management, physicians, and nurses, but positively by other staff categories. Conclusions: The contribution of this study lies in the empirical confirmation that a universal managerial approach to increasing employee engagement in Slovak healthcare is ineffective. A differentiated managerial approach based on organizational type and work position directly supports the transition from blanket, expensive, and ineffective HR policies to strategic and targeted engagement management, which is essential for the long-term sustainability and improvement of care quality in Slovak healthcare.