Abstract

The study shifts the conceptual focus from viewing veteran reintegration primarily as a cost or employee benefit toward understanding it as a strategic instrument for enhancing investment efficiency and safeguarding organizational capital. The analysis accounts for the specific conditions of a wartime economy and substantiates the proposition that, during both wartime and the post-war recovery period, socially responsible practices toward veteran employees constitute a critical condition for ensuring organizational resilience and operational continuity, rather than serving merely as a marketing instrument.