Business modelling facilitates the understanding of value creation logic in organizations in general. Identifying the components of business models based on different criteria helps understanding the fundamentals of business and the position of entrepreneurs and managers in companies. The present research is focused on the definition of a specific business model for the Czech agribusiness sector. Based on the theoretical background and evaluation of selected business models, the aim is to create a new business model, using components which take into account the specifics of this particular industry.

A formal employee performance appraisal is regarded as one of the tools of human resources performance management. People, their knowledge and skills are currently considered to be the most valuable resource a company has. The article focuses on methods of employee performance appraisal in agricultural organizations in the Czech Republic. The first part of the article deals with the theoretical background of the term "formal appraisal" and employee performance appraisal methods as defined by Czech and foreign specialists. Further, the article describes, based on a questionnaire survey, employee performance appraisal methods that are considered important for the agricultural organizations in the Czech Republic. The aim of the article is to identify the current state of formal employee appraisal in a sample group of agricultural organizations and to test dependencies between selected qualitative characteristics. The outcomes show that the most commonly used methods of employee performance appraisal in agricultural organizations include predefined goal-based performance appraisal, predefined standard outcome-based performance appraisal and appraisal interviews. Agricultural organizations apply these methods in particular due to the fact that their findings are further utilized in other areas of human resource management, such as reward system and personnel planning. In statistical terms, dependency between the method of employee performance appraisal according to predefined goals applied by agricultural organizations and personnel planning (an area of human resources management) has been proven (p-value: 0.032, Phi coefficient: 4.578).

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Th e paper deals with the dynamic simulation of the possible development scenarios of small farmers. Th e model is based on the offi cial data sources but also on the qualitative research of small farmers. Th e modelling structure refl ects the specifi cs of the examined fi eld and personal and social specifi cs of small farmers. For the purposes of the analysis, the business model describes the value creation in the small and individual farms, thereafter the model is extended into the dynamic simulation model and the selected scenarios of development are simulated. Th e analysis shows the impact of the current setup in the fi eld. Despite the fact that the paper contains the optimistic scenarios, a simple change of parameters leads to an unsustainable situation. Th e pessimistic scenarios grow from the realistic conditions when the parameters refl ect the recent period settings. Th is clearly depicts the infl uence of the weak market position of the farmers and advocates the diversifi cation tendencies.

The paper deals with changes in performance level introduced by the change of business model. The selected case is a small family business undergoing through substantial changes in refl ection of structural changes of its markets. The authors used the concept of business model to describe value creation processes within the selected family business and by contrasting the diff erences between value creation processes before and a er the change introduced they prove the role of business model as the performance diff erentiator. This is illustrated with the use of business model canvas constructed on the basis interviews, observations and document analysis. The two business model canvases allow for explanation of cause-and-eff ect relationships within the business leading to change in performance. The change in the performance is assessed by fi nancial analysis of the business conducted over the period of 2006-2012 demonstrates changes in performance (comparing development of ROA, ROE and ROS having their lowest levels before the change of business model was introduced, growing a er the introduction of the change, as well as the activity indicators with similar developments) of the family business. The described case study contributes to the concept of business modeling with the arguments supporting its value as strategic tool facilitating decisions related to value creation within the business.

The paper deals with changes in performance level introduced by the change of business model. The selected case is a small family business undergoing through substantial changes in refl ection of structural changes of its markets. The authors used the concept of business model to describe value creation processes within the selected family business and by contrasting the diff erences between value creation processes before and a er the change introduced they prove the role of business model as the performance diff erentiator. This is illustrated with the use of business model canvas constructed on the basis interviews, observations and document analysis. The two business model canvases allow for explanation of cause-and-eff ect relationships within the business leading to change in performance. The change in the performance is assessed by fi nancial analysis of the business conducted over the period of 2006-2012 demonstrates changes in performance (comparing development of ROA, ROE and ROS having their lowest levels before the change of business model was introduced, growing a er the introduction of the change, as well as the activity indicators with similar developments) of the family business. The described case study contributes to the concept of business modeling with the arguments supporting its value as strategic tool facilitating decisions related to value creation within the business.