Talent management is an essential area within human resource management and has been increasingly receiving attention over the past several decades. The focus of talent management is on the most crucial employees within an enterprise. Therefore, it is vital to have a specialized and tailored management system for them to maximize business results. This paper addresses the connection between talent management and enterprise competitiveness. It aims to examine the relationship between these two variables within the business environment of Bosnia and Herzegovina. This paper significantly contributes to both theory and practice because it proposes a new, more comprehensive process model of talent management based on a detailed analysis and synthesis of all available scientific and research works. Following this, the paper tests the proposed model in practice and measures its success by examining enterprise competitiveness. The research was conducted on 101 service enterprises in Bosnia and Herzegovina in the second quarter of 2023. Managers of service enterprises involved in human resource management were surveyed. The questionnaire was formulated based on a combination of existing research in the specified fields. The data were subjected to correlation and regression analysis, and the research results were presented according to the previously set objectives and hypotheses. The research results showed that talent management is a significant predictor of competitive advantage. Additionally, a positive impact on competitiveness was confirmed for each individual group of talent management activities presented in the proposed process model.

Th is article presents the results of testing the social-entrepreneurial intention model on a student sample at the University of Bihać. Th e classical model of the Th eory of planned behavior was used as a theoretical framework. Regression analysis determined that signifi cant direct predictors of social entrepreneurial intention are personal attitude towards social entrepreneurship ( β =0.212; p=0.007) and perceived behavioral control ( β =0.644; p=0.000), while subjective norms were not confi rmed as a statistically signifi cant direct predictor. Th e model explains 54.4% of the variance of social entrepreneurial intention. 53.8% of respondents have an entrepreneur in their close family. Students who have an entrepreneur in their immediate family achieve statistically signifi cantly higher values in perceived behavioral control, but also statistically signifi cantly lower values in personal attitude, compared to students who do not have a close person who is an entrepreneur. Th at is, students who have a person in their close family who is an entrepreneur, compared to students who do not have such a person, may feel more capable of starting a social entrepreneurial venture, but they may also have a lower degree of desirability to become social entrepreneurs. Due to the lack of quantitative studies in the fi eld of social entrepreneurship, which is still in the phase of building theoretical models, we believe that the results of testing the model of social entrepreneurial intention, presented in this article, will contribute to a better understanding of the application of the theory of planned behavior in the fi eld of social entrepreneurship.

Purpose: This paper examines direct and serial indirect effects of creativity supported at the university on male and female entrepreneurial behavior through entrepreneurial self-efficacy and individual entrepreneurial intent. Methodology: The hypothesized model (which we tested) was a serial mediation model with two mediators. To examine the question of whether the relationship between variables varies by gender, model 6 in PROCESS macro (Hayes, 2018) was utilized separately for male (n = 218) and female (n = 385) students from nine different universities in Bosnia and Herzegovina. Results: Serial mediation of entrepreneurial self-efficacy and individual entrepreneurial intent in the relationship between creativity supported at the university and student entrepreneurial behavior were supported in both male and female samples. Conclusion: Serial mediation analyses indicated that a higher level of creativity supported at the university will improve student entrepreneurial self-efficacy, which may increase their entrepreneurial intent, and consequently, their entrepreneurial behavior. When the university encourages students to produce new ideas and examine old problems in new ways, it improves student confidence in their ability to mobilize cognitive, motivational, and behavioral facilities to perform entrepreneurial tasks successfully, and, in response, students demonstrate a higher level of individual entrepreneurial intent and a greater propensity for entrepreneurial behavior. However, it should be noted that an indirect effect of UC on EB only through EI was not significant in the female sample, which highlights the importance of ESE in the relationship between UC, female EI, and female EB. The results opened up a new field of research on how other types of creativity and other types of university support may affect students’ entrepreneurial behavior.

. Talent management is considered to be one of the most popular management topics, both in theory and in practice. The term "talent" dates back to ancient times, while the term "talent management" was first mentioned in 1998, when a group of McKinsey consultants published a study titled "The War for Talent", which highlighted the positive impact of talent on organizational excellence. Both talent and talent management can be defined in numerous ways. Simply stated, talents represent the "right people", which refers to individuals who have key competencies a company needs, while talent management can be defined as getting the right people in the right roles at the right time. According to the survey conducted in Bosnia and Herzegovina, the terms "talent" and "talent management" are familiar to most respondents. Additionally, most respondents believe that talent management improves employee motivation and performance, as well as the performance of the entire enterprise. The research also showed that in most Bosnian companies, talent management practices are not implemented, and this applies to special programs for talented employees as well. The majority of survey respondents also expressed that they would appreciate working in talent focused organizations.