<p class="MsoNormal"><i><span style="font-size: 12.0pt; font-family: 'Times New Roman',serif; mso-ansi-language: EN-US;">As organizations progressively integrate artificial intelligence (AI) into their operations, the role of human resource (HR) managers becomes monumental in navigating the complex landscape of AI practices and challenges. This study aimed to investigate HR managers' perceptions concerning AI meaning, its usage in daily business activities, presence of AI in HR departments, and opportunities and barriers for AI adoption.</span> </i><i><span style="font-size: 12.0pt; font-family: 'Times New Roman',serif; mso-ansi-language: EN-US;">The research employed a single-method approach of questionnaires to gather insights from a diverse sample of HR managers across miscellaneous medium/large enterprises. The findings revealed a nuanced perspective among HR professionals, with a spectrum of attitudes ranging from enthusiasm for AI's potential to concerns about its impact on traditional HR functions. There are a practical and theoretical aspects of this study that are relevant to every industry in determining the practices and opportunities of AI in HRM which improve efficiency, reduce various costs, enhance profitability and add value to overall business.</span></i><i></i></p>

Abstract This study seeks to empirically explore whether the regulatory quality in the NMS-10 impacts deepening international financial integration and whether the strengthening of regulatory quality for NMS-10 has a causal effect on the level of international financial integration (IFI) in NMS-10. The study covers NMS-10 between 1995 and 2020. The estimation of parameters was made with descriptive statistics, the Breusch-Pagan test, the Pesaran test, the Granger causality test, and OLS regression to analyze the impact of REQ on IFI. The findings of the study reveal that regulatory quality has a statistically significant effect in deepening the process of financial integration for both periods, in the pre-accession and post-accession EU process. In addition, the results demonstrate that the regulatory quality of NMS-10 provides sound laws and policies that support the business environment, encourage cross-bordering financial transactions. Moreover, the results of the Granger causality test show that the level of global financial integration is causally impacted by the improvement in NMS-10 regulatory quality. This indicates that regulatory effectiveness might predicts international financial integration.

Due to higher requirements for achieving sustainable development goals, current challenging sociopolitical climate and internationalization, business models remain problematic, resulting in a more complex global competition among firms and the need for sustainability incorporation. Throughout this study, a conceptual model based on the systematic literature review was applied as the methodology, with the study's purpose to propose the new Model of Continuous Enterprise Sustainability, which is designed to facilitate and enhance enterprise management in today's demanding and complex business environment by providing concise steps for effectively incorporating sustainability into day‐to‐day business activities. Five essential components, through their interconnectedness, form the Model of Continuous Enterprise Sustainability, which smooth the path of sustainable management in a dynamic environment, which are as follows: (1) situational factors, (2) creating factors/processes, (3) triple‐sustainable results, (4) organizational results, and (5) continuous stakeholder communication, optimization, innovation and learning. This conceptual model contributes in the first line to advancement and detail explanation of how to achieve sustainable human, financial and natural resources management within enterprises. In addition to directions for sustainable internal resources management, this model also involves clarification how to strategically manage with external resources and prime stakeholders in order to integrate meaningful sustainability matters in firm's business core and create continuously greater value for firm and its prime interested parties.

Abstract Background: Owing to the heaviness of setbacks and shocks companies frequently face from the internal/external business environment, building solid organizational resilience and shifting towards strategic sustainability have become the top demands in today’s wavering business world. Objectives: This study aimed to determine whether strategic sustainability orientation influences organizational resilience and how this relationship is moderated by firm size. Methods/Approach: This study uses a methodology structured around the stakeholder theory and embraces multiple regression analysis grounded on collected data from 124 enterprises in Bosnia and Herzegovina ambience. Results: Findings from the research revealed that strategic sustainability orientation significantly and positively influences organizational resilience and its three sub-components: anticipation, coping and adaptation capabilities. Results also uncovered that the Small size firms were significantly diverse from the Large and Medium size firms in terms of the influence of strategic sustainability orientation on three capabilities of organizational resilience. Conclusions: In addition to literature enriching in sustainability and organization by supplying empirical evidence of strategic sustainability orientation influence on organizational resilience, this study proposes and validates instruments for measuring strategic sustainability orientation and organizational resilience.

Nowadays companies have been facing arising modern world challenges, where rules employee's knowledge, high technology, digitalisation, expertise and innovation, what put demanding tasks for firms to invest more in talents' learning and development in order to master changes and sustain competitive advantage. The purpose of this study was to explore the influence of talented managers’ learning and development on their retention within the companies in Bosnia and Herzegovina. Methodology in this research article included an appropriate questionnaire on talents' training and education and talents' engagement, as the measure for talent retention. The results from this research showed that talented managers in Bosnia and Herzegovina attended mostly “on job trainings and educations through job instructions” and “external trainings through seminars”. Furthermore, it is discovered that talent training and education affect the factors of employee engagement, but it is not statistically significant for talent retention. The contribution of this study is in the first place to the existing theory on talents management, as well as to companies in developing countries to realise the importance of talents learning and development and the need for its customization to talents' uniqueness in order to increase talent retention.

Abstract Background: In a contemporary fast-changing world, companies are facing growing global competition, volatile markets, altered workforce structure, and another technological reshifting, which generates enormous pressure on them to improve their business performance and imposes the necessity to highlight practices of talent management more seriously. Objectives: In this study we explore interrelations between attraction/work motivational factors and talent retention, observed through talent engagement. Methods/Approach: The methodology in this research focuses on the comprehensive resource-based view and encompasses quantitative analysis based on data gathered from talented managers in Bosnia and Herzegovina. Results: The research results unveiled that talents were attracted to work for current companies primarily because of: good salary and company goodwill. The top three prevalent work motivational factors for talents included: (1) comfortable work environment, (2) enough autonomy and creativity in working and deciding, and (3) work-life balance. Furthermore, talent motivational factors related to talent retention in a statistically significant positive way. Conclusions: This study furnishes available talent research and theory by relating attraction/work motivational factors to talent engagement; and by introducing the fundamental motivational factors which are of monumental importance for retaining talented managers in Bosnia and Herzegovina.

In today's globalized, fast-changeable, and digitalized market, companies strongly need and seek talents, who, besides basic skills, possess higher levels, as well as the optimal mix of different competencies and qualifications. Attracting the best employees, developing and retaining them represents a crucial success factor for any firm and requires well-organized talent management. The purpose of this study is to analyze the influence of talent management, viewed through attracting, developing, and retaining talents, on organizational performance improvement in companies in Bosnia and Herzegovina. Data collection is based on a questionnaire, related to core elements of talent management and organizational performance (profitability and sales growth), with respondents from the population of talented managers, who work in companies in Bosnia and Herzegovina. The findings indicate that talent management has a positive statistically significant influence on observed organizational performance in companies in Bosnia and Herzegovina. Since talented managers are a key strategic resource, who lead organizations to accomplish excellent organizational performance, companies in developing countries need to tailor effective and customized talent management strategies, to achieve continuous improvement of organizational outcomes.

The purpose of this paper is to provide a new theoretical insight regarding top managers' personal values in developing countries based on the Schwartz Values Theory (Schwartz, 1992, 1996, 2006; Schwartz and Bilsky, 1990) and to explore the influence of top managers' personal values on sustainability performances of successful businesses. The research describes personal values differences between top managers and their commitment to pro-social and pro-environmental responsibility who were approached through the validated and reliable questionnaire on identifying top managers' personal values (PVQ40) and questionnaire on sustainability indicators observed through the „triple bottom line“ concept which includes three measuring elements: financial, social and environmental performances (Fauzi, Svensson and Rahman, 2010). Given that top managers are very often the owners in SMEs, their values are largely reflected in the organizational values, which means that in small pro-environmentaly oriented firms, the personal values of owners-managers seem to play a much stronger part in motivating pro-environmental behaviors than in other SMEs (Lawrence at al., 2006). With regard to business sustainability, it is still insufficiently known, developed and understood in Southeast Europe and in developing countries. Therefore, this research may be used to encourage companies and local governments to include a sustainability issues in their business activities as a pre-condition for business success and competitiveness. The managers in SMEs can use this research as a guideline on introduction of contemporary principles of sustainability into their companies and to improve and direct their personal values towards sustainability.