BiH, as a transition country, ie in development, is currently facing the challenges of transforming outdated forms of management styles in organizations into modern forms of leadership. Most organizations have already implemented certain elements of leadership in their processes. However, there are few organizations that have fully implemented the concept of modern leadership in their business. Communication between leaders and associates, empowerment and organizational commitment of employees are variables that are intensively researched and improved in developed countries. Many studies have provided evidence that communication between leaders and associates is related to commitment, however none of this research has provided data on the deeper nature and characteristics of this connection. Even in developed countries, there has not been enough research to fully substantiate the basic claim of connectivity in different work environments. The aim of this paper is to contribute to a better understanding of the mutual influence of communication between leaders and associates, empowerment and organizational commitment of employees in environments in transition, and the development of theory and practice of these variables within organizational behavior.

Purpose: The goal is to research how tourism companies encourage organizational creativity and thus gain a competitive advantage. The aim of this paper is to answer the question of whether the competitive advantage of tourism companies in Bosnia and Herzegovina can be improved by encouraging organizational creativity. Approach/ Methodology/ Design: For collecting data, a survey questionnaire was developed. The survey questionnaire was distributed electronically to tourism enterprises in Bosnia and Herzegovina. An econometric analysis is employed in order to prove the positive correlation between creativity and competitive advantage of tourism companies in Bosnia and Herzegovina. Findings: The results of the research showed that in order to achieve a competitive advantage, companies can manage creativity by encouraging: individual creativity whose existence is conditioned by the ability to think creatively, intellectual capacity, motivation and freedom of decision of employees. Based on the obtained research results, team creativity can be realized when employees develop a tendency to share knowledge, have confidence in the team, and that the organization ensures a free flow of information. Practical Implication: A model of creativity and innovation is proposed in this study. Based on the results of the study, the model could be applied to other transition countries in the region. Originality/Value: A special contribution of the paper is the model of integrative creativity to tourist companies.

Organizational culture as a multidimensional phenomenon shapes the inner context of an organization. Accordingl, the first place is given to a relevant theoretical framework for explaining the phenomenon of organizational culture, and analyze its impact on companies’ operations. This paper develops a theoretical explanation of the impact of organizational culture on business performance through job satisfaction, the involvement of employees, and the dimensions of consistency in the work, which are tested through empirical research on a sample of 100 employees from 15 companies in BiH. The first theoretical explanation assumes that organizational culture affects the pleasure to work by adjusting the values and norms of species-specific needs of employees, while the second assumes that the impact of organizational culture is evident with its norms and values, regardless of the needs of employees. Research has shown that job satisfaction levels of employees systematically and significantly varies in different types of organizational cultures, proving that organizational culture is a factor in job satisfaction, and organizational culture does not affect the level of job satisfaction alignment with the needs of employees, but the actual content of their values and norms.

As a modern way of thinking lean methodology uses tools that are directed towards the continuous improvement of the functioning of the system with continuous perfection. Lean production (LP) means less work in the workplace, less manufacturing space, less investment, less time and fewer tools and supplies. The methodology is designed so that it is planned and managed in stages, necessary for the realization of the objectives defined production system. Lean companies are primarily focused on growth, increase profitability and customer value, but also increase productivity, improve the quality of products and processes, as well as the delivery systems are also important elements for improving business efficiency. This paper will present the methodology of implementation of lean concepts for improving productivity in manufacturing companies.