{"id":1216,"date":"2026-01-06T19:46:44","date_gmt":"2026-01-06T18:46:44","guid":{"rendered":"https:\/\/forestgreen-narwhal-209192.hostingersite.com\/?p=1216"},"modified":"2026-01-10T17:58:45","modified_gmt":"2026-01-10T16:58:45","slug":"interni-vs-externi-pravnici","status":"publish","type":"post","link":"https:\/\/legans.cz\/en\/interni-vs-externi-pravnici\/","title":{"rendered":"Intern\u00ed vs. extern\u00ed pr\u00e1vn\u00edci"},"content":{"rendered":"

Rozhodnut\u00ed o vyu\u017eit\u00ed pr\u00e1vn\u00edch slu\u017eeb \u2013 intern\u00ed pr\u00e1vn\u00edci, extern\u00ed poradci, nebo jejich kombinace? Zat\u00edmco intern\u00ed pr\u00e1vn\u00edci p\u0159in\u00e1\u0161ej\u00ed hlubok\u00e9 znalosti firmy a ni\u017e\u0161\u00ed n\u00e1klady, extern\u00ed odborn\u00edci se specializuj\u00ed na konkr\u00e9tn\u00ed oblasti pr\u00e1va a poskytuj\u00ed nez\u00e1visl\u00fd pohled. Jak naj\u00edt rovnov\u00e1hu, kter\u00e1 zajist\u00ed efektivn\u00ed pr\u00e1vn\u00ed strategii a podpo\u0159\u00ed r\u016fst va\u0161\u00ed spole\u010dnosti?<\/strong><\/p>\n\n\n\n

Doba \u010dten\u00ed: <\/strong>7 minut<\/p>\n\n\n\n

Intern\u00ed vs. extern\u00ed pr\u00e1vn\u00edci<\/strong><\/p>\n\n\n\n

P\u0159i rozhodov\u00e1n\u00ed o vyu\u017eit\u00ed pr\u00e1vn\u00edch slu\u017eeb \u010dasto stoj\u00ed podnikatel p\u0159ed d\u016fle\u017eitou volbou, zda vyu\u017e\u00edt intern\u00ed, respektive podnikov\u00e9 pr\u00e1vn\u00edky nebo vyu\u017e\u00edt extern\u00edch pr\u00e1vn\u00edch slu\u017eeb. P\u0159esto\u017ee je prvn\u00ed mo\u017enost \u010dasto charakterizov\u00e1na t\u00edm, \u017ee v\u011bt\u0161ina intern\u00edch pr\u00e1vn\u00edch slu\u017eeb je integrovan\u00e1 do struktury spole\u010dnosti, je d\u016fle\u017eit\u00e9 m\u00edt na pam\u011bti, \u017ee intern\u00ed slu\u017eby mohou b\u00fdt od spole\u010dnosti fyzicky odd\u011blen\u00e9, a p\u0159esto b\u00fdt struktur\u00e1ln\u011b sou\u010d\u00e1st\u00ed firmy. Hlavn\u00ed rozd\u011blovac\u00ed lini\u00ed mezi intern\u00edmi a extern\u00edmi pr\u00e1vn\u00edky nen\u00ed jejich geografick\u00e1 poloha, ale sp\u00ed\u0161e role, kter\u00e9 hraj\u00ed ve vztahu k pr\u00e1vn\u00ed agend\u011b spole\u010dnosti.<\/strong><\/p>\n\n\n\n

V\u00fdhody intern\u00edch pr\u00e1vn\u00edk\u016f<\/strong><\/p>\n\n\n\n

Pokud se nejprve zam\u011b\u0159\u00edme na intern\u00ed pr\u00e1vn\u00edky, ji\u017e jsme uk\u00e1zali, \u017ee pln\u00ed dvoj\u00ed roli jako mana\u017ee\u0159i rizik a obchodn\u00ed strat\u00e9gov\u00e9. Jejich \u00fazk\u00fd vztah se spole\u010dnost\u00ed p\u0159in\u00e1\u0161\u00ed minim\u00e1ln\u011b \u010dty\u0159i hlavn\u00ed v\u00fdhody[1]. <\/p>\n\n\n\n

    \n
  1. Dostupnost a rychlost<\/strong>: pro kazdodenn\u00ed fungov\u00e1n\u00ed spole\u010dnosti dostupn\u011bj\u0161\u00ed a obvykle rychleji reaguj\u00ed na aktu\u00e1ln\u00ed pot\u0159eby[2].<\/li>\n\n\n\n
  2. Znalost intern\u00edch proces\u016f: <\/strong>\u00a0d\u00edky \u201ekmenov\u00fdm znalostem\u201c o fungov\u00e1n\u00ed spole\u010dnosti mohou poskytovat c\u00edlen\u00e9 rady a zam\u011b\u0159it se na kl\u00ed\u010dov\u00e9 probl\u00e9my. Zat\u00edmco extern\u00ed poradce m\u016f\u017ee b\u00fdt nucen vypracovat obs\u00e1hl\u00e9 teoretick\u00e9 stanovisko na des\u00edtky stran, intern\u00ed pr\u00e1vn\u00edci jsou schopni l\u00e9pe prioritizovat probl\u00e9my a zam\u011b\u0159it se na pr\u00e1vn\u00ed n\u00e1stroje, kter\u00e9 maj\u00ed nejv\u011bt\u0161\u00ed p\u0159\u00ednos pro strategii spole\u010dnosti[3].<\/li>\n\n\n\n
  3. Proaktivn\u00ed p\u0159\u00edstup: <\/strong>d\u00edky znalostem intern\u00edch proces\u016f \u010dasto identifikuj\u00ed potencion\u00e1ln\u00ed probl\u00e9my je\u0161t\u011b d\u0159\u00edv\u011b, ne\u017e si je podnikatel uv\u011bdom\u00ed, a aktivn\u011b hledaj\u00ed p\u0159\u00edle\u017eitosti ke zlep\u0161en\u00ed proces\u016f nebo\u00a0 roz\u0161\u00ed\u0159en\u00ed obchodn\u00edch dohod[4].<\/li>\n\n\n\n
  4. \u00daspora n\u00e1klad\u016f: <\/strong>v neposledn\u00ed \u0159ad\u011b jsou intern\u00ed pr\u00e1vn\u00edci ekonomicky v\u00fdhodn\u011bj\u0161\u00ed. Empirick\u00e9 studie nazna\u010duj\u00ed, \u017ee zam\u011bstn\u00e1n\u00ed pr\u00e1vn\u00edka na pln\u00fd \u00favazek je n\u00e1kladov\u011b efektivn\u011bj\u0161\u00ed ne\u017e pravideln\u00e9 naj\u00edm\u00e1n\u00ed extern\u00edch advok\u00e1t\u016f. Tuto \u00fasporu lze p\u0159i\u010d\u00edst zejm\u00e9na sn\u00ed\u017een\u00ed n\u00e1klad\u016f spojen\u00fdch s informov\u00e1n\u00edm extern\u00edch pr\u00e1vn\u00edk\u016f o \u010dinnosti firmy a take v\u00fdhod\u00e1m plynouc\u00edm ze standardizovan\u00fdch operac\u00ed, prov\u00e1d\u011bn\u00fdch intern\u00edmi pr\u00e1vn\u00edky [5].<\/li>\n<\/ol>\n\n\n\n

    Tyto v\u00fdhody objas\u0148uj\u00ed, pro\u010d se v posledn\u00edch desetilet\u00edch mnoho spole\u010dnost\u00ed postupn\u011b odkl\u00e1n\u00ed od vyu\u017e\u00edv\u00e1n\u00ed velk\u00fdch pr\u00e1vn\u00edch firem a st\u00e1le \u010dast\u011bji spol\u00e9haj\u00ed na intern\u00ed pr\u00e1vn\u00edky[6].<\/p>\n\n\n\n

    V\u00fdhody extern\u00edch pr\u00e1vn\u00edk\u016f<\/strong><\/p>\n\n\n\n

    P\u0159esto jsou extern\u00ed pr\u00e1vn\u00edci st\u00e1le atraktivn\u00ed volbou z n\u011bkolika kl\u00ed\u010dov\u00fdch d\u016fvod\u016f:<\/p>\n\n\n\n

      \n
    1. Specializovan\u00e9 znalosti: <\/strong>extern\u00ed pr\u00e1vn\u00edci se mohou specializovat na konkr\u00e9tn\u00ed oblast pr\u00e1va, udr\u017eovat si hlub\u0161\u00ed odborn\u00e9 znalosti a poskytovat odborn\u00e9 poradenstv\u00ed v oblastech, kter\u00e9 vy\u017eaduj\u00ed \u00fazkou odbornost, a to zpravidla narozd\u00edl od intern\u00edch pr\u00e1vn\u00edk\u016f, kv\u016fli \u0161ir\u0161\u00edmu rozsahu jejich agendy [7],<\/li>\n\n\n\n
    2. Renom\u00e9: <\/strong>odbornost extern\u00edch pr\u00e1vn\u00edk\u016f \u010dasto p\u0159ich\u00e1z\u00ed ruku v ruce s v\u011bt\u0161\u00ed presti\u017e\u00ed, kter\u00e9 mohou spole\u010dnosti vyu\u017e\u00edt k p\u0159i kl\u00ed\u010dov\u00e1ch jedn\u00e1n\u00edch a uzav\u00edr\u00e1n\u00ed v\u00fdznamn\u00fdch obchod\u016f[8],<\/li>\n\n\n\n
    3. Nez\u00e1vislost a objektivita<\/strong>: d\u00edky \u0161ir\u0161\u00ed klientsk\u00e9 z\u00e1kladn\u011b mohou extern\u00ed pr\u00e1vn\u00edci z\u00edskat lep\u0161\u00ed p\u0159ehled o celkov\u00e9m trhu a b\u00fdt schopni poskytnout u\u017eite\u010dn\u00e1 srovn\u00e1n\u00ed vych\u00e1zej\u00edc\u00ed z jejich zku\u0161enost\u00ed. Extern\u00ed pohled m\u016f\u017ee tak\u00e9 pomoci odhalit slep\u00e1 m\u00edsta, kter\u00e1 mohla intern\u00ed pr\u00e1vn\u00edk nemus\u00ed zohlednit[9],<\/li>\n\n\n\n
    4. Flexibilita<\/strong>: extern\u00ed pr\u00e1vn\u00edci p\u0159edstavuj\u00ed \u0159e\u0161en\u00ed, pokud je pracovn\u00ed zat\u00ed\u017een\u00ed tak velk\u00e9, \u017ee p\u0159esahuje kapacitu intern\u00edch pr\u00e1vn\u00edk\u016f[10].\u00a0<\/li>\n<\/ol>\n\n\n\n

      Kombinovan\u00fd a spolupracuj\u00edc\u00ed p\u0159\u00edstup<\/strong><\/p>\n\n\n\n

      Pro\u010d se rozhodovat mezi intern\u00edm a extern\u00edm pr\u00e1vn\u00edkem, kdy\u017e m\u016f\u017eete m\u00edt to nejlep\u0161\u00ed z obou? Model integrovan\u00e9ho extern\u00edho pr\u00e1vn\u00edka p\u0159in\u00e1\u0161\u00ed firm\u00e1m rychlost intern\u00edho t\u00fdmu, specializaci extern\u00edho experta a \u00fasporu n\u00e1klad\u016f \u2013 bez zbyte\u010dn\u00fdch kompromis\u016f.<\/p>\n\n\n\n

      Extern\u00ed pr\u00e1vn\u00edk se st\u00e1v\u00e1 p\u0159irozenou sou\u010d\u00e1st\u00ed firmy, pravideln\u011b doch\u00e1z\u00ed na porady, spolupracuje s intern\u00edm t\u00fdmem a rozum\u00ed firemn\u00edm proces\u016fm i strategii. Z\u00e1rove\u0148 si ale udr\u017euje nez\u00e1vislost a nadhled, p\u0159in\u00e1\u0161\u00ed zku\u0161enosti z jin\u00fdch odv\u011btv\u00ed a pom\u00e1h\u00e1 firm\u011b odhalovat rizika d\u0159\u00edv, ne\u017e se stanou probl\u00e9mem.<\/p>\n\n\n\n

      Velkou v\u00fdhodou je to, \u017ee odpad\u00e1 zdlouhav\u00e9 uv\u00e1d\u011bn\u00ed do kontextu, proto\u017ee pr\u00e1vn\u00edk u\u017e firmu zn\u00e1 a m\u016f\u017ee se okam\u017eit\u011b zapojit do \u0159e\u0161en\u00ed. Tento model je st\u00e1le popul\u00e1rn\u011bj\u0161\u00ed, proto\u017ee umo\u017e\u0148uje kombinovat flexibilitu, odbornost a efektivitu. <\/p>\n\n\n\n

      Firmy, kter\u00e9 cht\u011bj\u00ed \u0161pi\u010dkovou pr\u00e1vn\u00ed podporu bez zbyte\u010dn\u00fdch n\u00e1klad\u016f, u\u017e v\u011bd\u00ed, \u017ee star\u00e9 modely nesta\u010d\u00ed. Intern\u00ed t\u00fdm je skv\u011bl\u00fd, dokud nepot\u0159ebujete hlub\u0161\u00ed expertizu. Extern\u00ed pr\u00e1vn\u00edk zase funguje, dokud nen\u00ed pot\u0159eba okam\u017eit\u00e1 reakce. <\/p>\n\n\n\n

      Z\u00e1v\u011br<\/strong><\/p>\n\n\n\n

      \u0158e\u0161en\u00ed? Integrovan\u00fd extern\u00ed pr\u00e1vn\u00edk. Specialista, kter\u00fd je sou\u010d\u00e1st\u00ed t\u00fdmu, ale z\u00e1rove\u0148 si zachov\u00e1v\u00e1 nadhled. Ti, kdo to pochop\u00ed a p\u0159izp\u016fsob\u00ed se, budou m\u00edt konkuren\u010dn\u00ed v\u00fdhodu \u2013 rychlej\u0161\u00ed reakce, efektivn\u011bj\u0161\u00ed n\u00e1klady a lep\u0161\u00ed strategick\u00e1 rozhodnut\u00ed.<\/p>\n\n\n\n

      \n\n\n\n

      [1] K.J. Mackie, \u00ab Lawyers and Lawyers – The Development of the In-House Lawyer \u00bb, Journal Of Professional Legal Education<\/em>, 1987, n\u00b01, p. 5.<\/p>\n\n\n\n

      [2] Ibid.<\/em>, p. 6 ; B. O\u2019Meara, \u00ab Chapter 1: In-house versus out-house \u00bb, in Insights into Successfully Managing the In-house Legal Function<\/em>, Thorogood Publishing Ltd., 8\/1\/2004 2004, p. 6 ; S.L. Schwarcz, \u00ab To Make or to Buy: In-House Lawyering and Value Creation \u00bb, Journal Of Corporation Law<\/em>, 2008 2007, n\u00b02, p. 509.<\/p>\n\n\n\n

      [3] J. Newton, \u00ab Nobody Has a \u201cCorner on the Market\u201d: The Collaborative Use of Both in-House Counsel and outside Counsel \u00bb, Journal Of International Business Law<\/em>, 2023, n\u00b01, pp. 43\u201144 ; O. Chaduteau, \u00ab Les cabinets d\u2019avocats d\u2019affaires en France \u00bb, Commentaire<\/em>, 2014, n\u00b03, p. 601.<\/p>\n\n\n\n

      [4] J. Newton, \u00ab Nobody Has a \u201cCorner on the Market\u201d \u00bb, art. pr\u00e9c., p. 47 ; K.J. Mackie, \u00ab Lawyers and Lawyers – The Development of the In-House Lawyer \u00bb, art. pr\u00e9c., p. 5.<\/p>\n\n\n\n

      [5] B. O\u2019Meara, \u00ab Chapter 1 \u00bb, op. cit.<\/em>, p. 7 ; J. Newton, \u00ab Nobody Has a \u201cCorner on the Market\u201d \u00bb, art. pr\u00e9c., pp. 59 and 62 ; S.L. Schwarcz, \u00ab To Make or to Buy \u00bb, art. pr\u00e9c., pp. 502\u2011505 adn 516 ; K.J. Mackie, \u00ab Lawyers and Lawyers – The Development of the In-House Lawyer \u00bb, art. pr\u00e9c., p. 6<\/p>\n\n\n\n

      [6] K.E. Milenkovski, M.S. Diemer et J.R. Teeters, \u00ab In-House Expansion \u00bb, Litigation News<\/em>, 2009 2008, n\u00b01, p. 8 ; S.L. Schwarcz, \u00ab To Make or to Buy \u00bb, art. pr\u00e9c., p. 498<\/p>\n\n\n\n

      [7] B. O\u2019Meara, \u00ab Chapter 1 \u00bb, op. cit.<\/em>, p. 7 ; K.E. Milenkovski, M.S. Diemer et J.R. Teeters, \u00ab In-House Expansion \u00bb, art. pr\u00e9c., p. 9<\/p>\n\n\n\n

      [8] J. Newton, \u00ab Nobody Has a \u201cCorner on the Market\u201d \u00bb, art. pr\u00e9c., p. 41 ; S.L. Schwarcz, \u00ab To Make or to Buy \u00bb, art. pr\u00e9c., p. 510.<\/p>\n\n\n\n

      [9] J. Newton, \u00ab Nobody Has a \u201cCorner on the Market\u201d \u00bb, art. pr\u00e9c., pp. 46\u201147 ; E. Chambliss, \u00ab The Professionalization of Law Firm in-House Counsel \u00bb, North Carolina Law Review<\/em>, 2006 2005, n\u00b05, p. 1557.<\/p>\n\n\n\n

      [10] S.L. Schwarcz, \u00ab To Make or to Buy \u00bb, art. pr\u00e9c., p. 515 ; J.A. Evans, \u00ab Bringing Litigation In-House \u00bb, International Financial Law Review<\/em>, 1986, n\u00b02, p. 31.<\/p>\n\n\n\n

      [11] J. Newton, \u00ab Nobody Has a \u201cCorner on the Market\u201d \u00bb, art. pr\u00e9c., p. 52 ; E. Chambliss, \u00ab The Professionalization of Law Firm in-House Counsel \u00bb, art. pr\u00e9c., p. 50.<\/p>\n\n\n\n

      [12] J. Newton, \u00ab Nobody Has a \u201cCorner on the Market\u201d \u00bb, art. pr\u00e9c., pp. 37, 57 ; S.L. Schwarcz, \u00ab To Make or to Buy \u00bb, art. pr\u00e9c., p. 510,519.<\/p>\n\n\n\n

      [13] J. Newton, \u00ab Nobody Has a \u201cCorner on the Market\u201d \u00bb, art. pr\u00e9c., pp. 59\u201162 ; S.L. Schwarcz, \u00ab To Make or to Buy \u00bb, art. pr\u00e9c., p. 515.<\/p>\n\n\n\n

      [14] J. Newton, \u00ab Nobody Has a \u201cCorner on the Market\u201d \u00bb, art. pr\u00e9c., p. 47 ; E. Wald, \u00ab Getting in and out of the House: The Worlds of in-House Counsel, Big Law, and Emerging Career Trajectories of in-House Lawyers Colloquium: Corporate Lawyers \u00bb, Fordham Law Review<\/em>, 2020 2019, n\u00b05, p. 1783 ; S.L. Schwarcz, \u00ab To Make or to Buy \u00bb, art. pr\u00e9c., pp. 527\u2011530; K.J. Mackie, \u00ab Lawyers and Lawyers – The Development of the In-House Lawyer \u00bb, art. pr\u00e9c., p. 7.<\/p>\n\n\n\n

      [15] See for an alternative option, consisting of placing employees of outside counsel \u201cfull-time in the legal departments of their best clients for limited periods of time\u201d, J. Newton, \u00ab Nobody Has a \u201cCorner on the Market\u201d \u00bb, art. pr\u00e9c., p. 50. Although interesting, this option is limited by the possibility for an outside law firm to \u201clend\u201d their employees for such an extended period.<\/p>\n\n\n\n

      [16] J. Newton, \u00ab Nobody Has a \u201cCorner on the Market\u201d \u00bb, art. pr\u00e9c., p. 64 ; E. Wald, \u00ab Getting in and out of the House \u00bb, art. pr\u00e9c., p. 1783 ; M. Galanter et T.M. Palay, \u00ab Why the Big Get Bigger:  The Promotion-to-Partner Tournament and the Growth of Large Law Firms \u00bb, Virginia Law Review<\/em>, 1990, n\u00b04, p. 798 ; K.J. Mackie, \u00ab Lawyers and Lawyers – The Development of the In-House Lawyer \u00bb, art. pr\u00e9c., p. 7[17] J. Newton, \u00ab Nobody Has a \u201cCorner on the Market\u201d \u00bb, art. pr\u00e9c., p. 57.<\/p>","protected":false},"excerpt":{"rendered":"

      Rozhodnut\u00ed o vyu\u017eit\u00ed pr\u00e1vn\u00edch slu\u017eeb \u2013 intern\u00ed pr\u00e1vn\u00edci, extern\u00ed poradci, nebo jejich kombinace? Zat\u00edmco intern\u00ed pr\u00e1vn\u00edci p\u0159in\u00e1\u0161ej\u00ed hlubok\u00e9 znalosti firmy a ni\u017e\u0161\u00ed n\u00e1klady, extern\u00ed odborn\u00edci se specializuj\u00ed na konkr\u00e9tn\u00ed oblasti pr\u00e1va a poskytuj\u00ed nez\u00e1visl\u00fd pohled. Jak naj\u00edt rovnov\u00e1hu, kter\u00e1 zajist\u00ed efektivn\u00ed pr\u00e1vn\u00ed strategii a podpo\u0159\u00ed r\u016fst va\u0161\u00ed spole\u010dnosti? Doba \u010dten\u00ed: 7 minut Intern\u00ed vs. extern\u00ed […]<\/p>","protected":false},"author":1,"featured_media":1234,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"set","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[1],"tags":[],"class_list":["post-1216","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"_links":{"self":[{"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/posts\/1216","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/comments?post=1216"}],"version-history":[{"count":1,"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/posts\/1216\/revisions"}],"predecessor-version":[{"id":1217,"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/posts\/1216\/revisions\/1217"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/media\/1234"}],"wp:attachment":[{"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/media?parent=1216"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/categories?post=1216"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/tags?post=1216"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}