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.

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.

The aim of this study is to examine the impact of strategic planning on the performance of healthcare institutions, with a particular focus on its application in Bosnia and Herzegovina (BiH) and comparison to international practices. The study employed a mixed-methods approach, including a secondary analysis of relevant literature (WHO, OECD, NHS Trust, Ginter et al.) and a primary quantitative analysis conducted through a questionnaire. The survey was distributed to 15 public and private healthcare institutions in BiH, including clinical centers, health centers, and specialized hospitals. A total of 183 valid responses were collected from medical and non-medical staff, including physicians, nurses, and managerial personnel. The key dimensions examined were the existence of a formal strategic plan, internal communication and employee participation in the planning process, staff satisfaction and motivation, as well as patient satisfaction based on subjective perceptions. The results indicate that healthcare institutions implementing strategic planning report higher efficiency (14.0%), greater patient satisfaction (16.2%), and a lower number of adverse events (32.6%). Furthermore, institutions in BiH with formal strategic plans demonstrate 19.0% better internal communication and 12.0% higher staff motivation compared to institutions without such plans. The study concludes that strategic planning significantly contributes to improvements in the quality, efficiency, and sustainability of healthcare services, particularly in transitional healthcare systems such as that of Bosnia and Herzegovina.