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.

The success of the entire business depends on the most important resource of any organization which is certainly human resources. They are creators and makers of new technical, technological and organizational solutions, creators of new values, controllers of working process and development of business systems. The key question is: who will manage human resources and motivate them so that the whole organization performs better. Leadership is one influence, one work of art and the process of impact on people, in sense that those who are affected are voluntarily and willingly participating in the creation of new values in the organization. Precisely, the role of a leader is to motivate its co-workers to their potential contribution in achieving the objectives of the organization. Leadership and motivation are key factors influencing the success of the organization, as well as employee satisfaction. Therefore, the connection and interconnection of successful leadership and proper ways of motivating employees are essential for all organizations. Seeking the answer to the question why companies in Bosnia and Herzegovina are lagging behind in their success and why there is an outflow of workforce or what motivates employees for greater personal satisfaction and a better contribution to the organization, we have created a questionnaire and interviewed employees in different companies. In this paper, we seek an answer to the question how can we, with successful leadership and motivation, increase employee satisfaction and business success of the organization.

Coaching is one of many possibilities of human development, which is available in our society. In the global scale there are approximately 47,500 coaches, most of them in Western Europe. Coaching allows individuals to develop, to get to know himself and to be aware of his choice of higher quality and better life. Coach is a person who supports the discovery of a new better life. Life in the 21st century is extreme. Because of the increased pace, we have no opportunity to successfully master all areas of your life. In the workplace, we feel pressure to be every day more successful and we must always learn new things and capabilities. In Bosnia and Herzegovina, this is still unknown topic. For this reason we approach this topic and try to direct organizations and individuals on the introduction and implementation of these activities. In most of the world's examples, coaches are focused only on their jobs, because they do not have enough information about what is happening in this area and what the competition is doing. It is the purpose of this paper to, at least partially, present the state of the existence of coaching in Bosnia and Herzegovina, to overcome the gap between ignorance in the world and in Bosnia and Herzegovina and to give potential coaches tools to compare their own businesses and activities and offer guidance to their development and further progress and thus development of activities in Bosnia and Herzegovina. At the same time this work can be detailed introduction to this activity and consciousness of meaning of coaching in Bosnia and Herzegovina in regards to organizations and individuals.

In times of turbulent global economy, organizational culture is more frequently mentioned as a significant factor in organizational management. In this paper, we present empirical research - diagnosing significant organizational culture in the health sector in Bosnia and Herzegovina. Empirical knowledge represents organizational culture with its special market orientation, with emphasized orientation towards the needs of users of health services. The contribution is based on determining the impact of organizational culture on the successful organizational management as well as the establishment models of an organizational culture of healthcare organizations in Bosnia and Herzegovina. When designing the basic organizational values, the model emphasizes the basics of realization and achievement of better work results in organizational management. We believe that the paper and the given model will be of assistance in managing the organization to shape a strong and distinctive organizational culture of health organization in Bosnia and Herzegovina.

A detailed review of the basic theoretical orientation of knowledge management is very significant and welcome, because in our literature there have not yet been many published researches on the issue above. The survey aims to explore and identify the understanding and the possible introduction of the studied concept in selected Bosnian companies. The purpose of the research is to drawn upon this gained theoretical knowledge and the empirical experiences of companies that have already been successfully implemented in knowledge management, and to use it as beneficially as possible in the establishment and application of knowledge management in practice and further research.

Detailed review of basic theoretical orientation of knowledge management is very significant and welcome, because in our literature has not yet been many of published researches on the issue above. Exactly that case studies that are done abroad and the concrete practice regarding the introduction of knowledge management and its effects on the particular company, can be very useful in understanding and adopting this subject matter that can also be applied in Bosnia and Herzegovina. In regards to universality, that is a spatial limitlessness of knowledge management, learning in the later stage of the introduction of knowledge management for Bosnian companies would mean a high growth of potential and the possibility of the emergence in international competition. The processes of globalization is incontinently coming to BiH, which means that companies here need to face competitors who are very successful because of rapidly adoption and practical use of every advanced concept, which leads to business success and strengthens their competitive position. The survey aims to explore and identify the understanding and the possible introduction of the studied concept in selected Bosnian companies. The purpose of the research is that this gained theoretical knowledge and empirical experiences of companies that have already been successfully implemented in knowledge management, we use beneficially as possible in establishment and application of knowledge management in practice and further research.