Abstract: This article highlights the role of artificial intelligence (AI) in the organizational life of companies. The aim is to analysis if AI goes beyond its traditional perception as a tool for automation and efficiency enhancement. It is also considered a driving force in the fields of organizational learning and internal communication. The methodology includes secondary data analysis regarding the use of AI in companies, as well as a desk review of key publications on the subject. The study examines how AI transforms the processes of identifying learning needs, creating adaptive content, and building personalized learning paths. Several capabilities of AI of supporting internal communication through intelligent technological solutions are outlined. Attention is given to ethical considerations in the interaction between humans and algorithms. The conclusions suggest that sustainable outcomes are achieved not merely through reliance on technology alone, but when AI is employed in support of human leadership, approached with understanding and empathy. It is assumed that a balanced approach is necessary—one in which AI acts as an assistant in certain organizational activities and internal communication, rather than as a replacement that overrides human experience, final judgment, or strategic decision-making. Keywords: artificial intelligence, organizational learning, internal communication, ethics, leadership. Rhetoric and Communications Journal, issue 66, January 2026 Read the Original in Bulgarian
The paper examines the Financial competence framework for adults in the Republic of Bulgaria approved by the Council of Ministers in early May 2023. It was developed based on the 2022 joint Financial competence framework for adults of the European Union and the International Financial Education Network of the Organisation for Economic Co-operation and Development and is in implementation of the National Financial Literacy Strategy and Action Plan (2021 - 2025). The main objective of the paper is to establish the extent to which the learning outcomes at the end of secondary education reflect the conceptual understanding of the financial competence set out in the European Framework, as well as to identify potential gaps in specific thematic areas. For this purpose, the existing curricula for general educational training in technology and entrepreneurship and for profiled training in entrepreneurship for upper secondary level of education were examined. The results of the analysis can serve as a starting point for the development of curricula and the creation of appropriate educational content for adults to compensate for the identified gaps. The research methods used include a desk study, a comparative analysis and a mapping.
Micro, small, and medium enterprises (MSMEs) are frequently established in Bulgaria. They face many unique challenges from all business perspectives: management, finance, marketing, human resources, etc. While MSMEs have certain advantages, the challenges they face are quite different from the ones medium and large companies experience. This article used a mixed-method research design to determine the key challenges of MSMEs in Bulgaria. To overcome their challenges, MSMEs should rely on their main advantages – flexibility, adaptation, and resilience.
Modern management styles are a response to the changing environment, chaos, turmoil and reality, including generational changes and the resulting different requirements and approaches to reality. Therefore, it is obvious that more and more is expected from leaders. In the countries of the European Union the necessity of changes is being noticed not only in the environment, but also in all areas of economic life, management, social relations and political conditions. More and more often we hear about the "new normal", about a chaotic and uncertain reality in which the old, known and liked solutions cannot be used. All this has to do with the new challenges and modern approaches emerging in organizations, which are forced by, among other things: the new space of state devices, diversity of generations, digitalization, globalization and technological acceleration. Every day we witness the appearance of a huge amount of new information and it is increasingly difficult to select those most important for the organization. Permanent change makes marketing strategies and the whole strategic planning process shaky. Practically, in the world of managers, the statement "the world has gone mad" or "the world is standing on its head" is no longer used, more often we hear "VUCA World".
