The research involved five direct standardized interviews, chosen for their ability to yield rich data and deeper insights into the phenomenon under study. Interviews are generally favored for their direct interaction and flexibility. However, they have limitations, including being time and energy-consuming, costly compared to surveys, challenges in recruiting willing participants, potential for biased responses, and overall efficiency. The principal challenge encountered in this study was finding participants willing to engage, as some lacked the necessary time for interviews while others were uncomfortable discussing corruption in our society.
The interviewees identified bribery, fraud, and favoritism as the most prevalent forms of corruption in Bosnia and Herzegovina (B&H), each contributing equally to economic stagnation. These corrupt practices are seen as reducing GDP, enlarging the grey economy, and hindering international development. Bribery and favoritism, in particular, are noted for their detrimental effects on the country’s budget, with even state leaders exacerbating the issue through inappropriate resource distribution, thereby causing significant economic damage beyond just financial losses. Moreover, the interviewees highlighted that bribery and favoritism deter foreign direct investment (FDI) since investors struggle to navigate pervasive corruption at all levels, leading to a general mistrust in the system. In terms of market competition, favoritism is believed to play a substantial role by allowing those with influential connections to distort business conditions. Additionally, hiring unskilled and unprofessional employees was cited as negatively impacting company productivity, the quality of products and services, and customer satisfaction.
Due to the severe economic challenges in Bosnia and Herzegovina (B&H), coupled with unfavorable labor market conditions and the prevalence of bribery and favoritism, the country is experiencing an increase in emigration rates, predominantly driven by the brain drain effect. The widespread corruption undermines the principle of equality in society, exacerbating general poverty and widening the gap between the rich and the poor. Typically, the less affluent members of society suffer more from corruption, as well-connected individuals exploit these conditions to their advantage at the expense of others.
To effectively combat corruption, the initiative must begin with the state itself. The rule of law must be enforced uniformly, applying equally to all, regardless of status. The House of Representatives of the Parliament of FB&H must pass the Law on the Protection of Whistleblowers, and the government should implement a support and reward system for those who report corruption. Although the state has enacted several anti-corruption strategies, these must be continually monitored and updated to close any loopholes that are exploited. The interviewees recommend the introduction of stricter penalties and increased media involvement to ensure the public is informed about corruption cases and their outcomes.
The most effective method to combat corruption in our country, for both companies and individuals, involves improving individual culture and raising awareness of corruption's detrimental effects. The interview results indicate a strong desire for companies to organize anti-corruption training, making employees aware of the consequences of engaging in corrupt practices. Additionally, people should be encouraged to report corruption, with assurances of protection for those who choose to come forward. While corruption has been extensively studied globally, research specific to Bosnia and Herzegovina (B&H) remains scarce and outdated. In B&H, corruption has unfortunately become embedded at various levels of governance—state, entity, and cantonal—making it one of the foremost economic concerns, alongside issues like trade deficits, brain drain, extensive bureaucracy, and entrenched political hierarchies. Given the country’s high and increasing levels of corruption, which are impeding its process of joining the European Union, this issue must receive further academic and practical scrutiny.
]]> Unapređenjem menadžment modela da dugoročnih poslovnih performansi
]]> Struktura i sadržaj ....................................................................................................... xiv
Jezik i stil .................................................................................................................... xvi
Bilješke .....................................................................................................................xviii
Inovacije............................................................................................................... 1
Fenomen i definicija inovacija ....................................................................................... 1
Definicija koncepta inovacija.....................................................................................................4
Nastanak i razvoj koncepta inovacija ............................................................................. 7
Razvoj koncepta inovacija kroz historiju ...................................................................................8
Inovacije u savremenoj historiji ...............................................................................................13
Klasifikacija inovacija.................................................................................................. 17
Tehnološke i netehnološke inovacije........................................................................................17
Dihotomne klasifikacije inovacija............................................................................................22
Važni koncepti vezani za inovacije .............................................................................. 27
Inovacije i novitet ....................................................................................................................27
Inovacije i kreativnost..............................................................................................................30
Inovacije i promjene ................................................................................................................31
Inovacije i tehnologija..............................................................................................................32
Bilješke ........................................................................................................................ 34
Inovativne organizacije...................................................................................... 39
Karakteristike inovativnih organizacija........................................................................ 40
Unutar-organizacijsko preduzetništvo......................................................................................41
Učenje i rast .............................................................................................................................46
Kolaboracija s vanjskim entitetima ..........................................................................................48
Uticajni faktori na organizacijske inovacije ................................................................. 52
Vanjski uticajni faktori na organizacijske inovacije.................................................................52
Unutrašnji uticajni faktori na organizacijske inovacije.............................................................55
Kontekst kao skup uticajnih faktora na organizacijske inovacije .............................................60
Proces organizacijskih inovacija .................................................................................. 64
Opšti prikaz inovacijskog procesa............................................................................................65
Modeli inovacijskog procesa....................................................................................................68
Razlike u procesima stvaranja i usvajanja inovacija.................................................................76
Ishodi organizacijskih inovacija................................................................................... 78
Opstanak ili podmlađivanje organizacije .................................................................................79
Stvaranje konkurentske prednosti ............................................................................................82
Unapređenje organizacijskih performansi ................................................................................83
Bilješke ........................................................................................................................ 86

Inovacije u menadžmentu.................................................................................. 93
Inovacije u menadžmentu – pojmovno određenje ........................................................94
Definicija inovacija u menadžmentu ........................................................................................94
Historijski razvoj koncepta inovacija u menadžmentu ...........................................................100
Tipovi inovacija u menadžmentu ...........................................................................................105
Završne napomene .................................................................................................................108
Inovacije u menadžmentu – uticajni faktori................................................................112
Kontekstualni faktori..............................................................................................................112
Organizacijski faktori.............................................................................................................115
Menadžerski faktori ...............................................................................................................118
Inovacije u menadžmentu – proces.............................................................................121
Uvođenje inovacija u menadžmentu – rani radovi..................................................................121
Proces stvaranja inovacija u menadžmentu ............................................................................127
Poopštenje modela – prilagođavanje i usvajanje inovacija u menadžmentu ...........................134
Inovacije u menadžmentu – ishodi .............................................................................138
Model uticaja inovacija u menadžmentu na organizacijske performanse ...............................139
Organizacijske performanse – koncept i mjerenje..................................................................140
Performansni ishodi inovacija u menadžmentu ......................................................................143
Bilješke.......................................................................................................................147
Pregled znaajnijih inovacija u menadžmentu ............................................... 159
Historijski razvoj misli o menadžmentu .....................................................................160
Menadžment u predindustrijskom dobu .................................................................................161
Menadžment u industrijskom dobu ........................................................................................164
Važnije inovacije u menadžmentu u modernom dobu................................................174
Identifikacija inovacija u menadžmentu .................................................................................175
Prikaz odabranih inovacija u menadžmentu ...........................................................................178
Bilješke.......................................................................................................................214
Perspektive za inovacije u menadžmentu........................................................ 219
Perspektive u akademskim istraživanjima..................................................................223
Istraživačke perspektive – uticajni faktori ..............................................................................224
Istraživačke perspektive – proces inoviranja ..........................................................................225
Istraživačke perspektive – ishodi............................................................................................226
Perspektive u menadžerskim praksama ......................................................................228
Menadžerski odgovori na VUCA okruženje...........................................................................229
Agilni menadžment ................................................................................................................233
Bilješke.......................................................................................................................245
Literatura ......................................................................................................... 249
Indeks imena.................................................................................................... 267
Indeks pojmova ................................................................................................ 271]]> interventions in urban environments that were triggered into replay
during the COVID-19 pandemic, as citizens across the globe made
enormous endeavors to find the ordinary under extraordinary living
circumstances.
When societies and spaces are exposed to large-scale, unexpected
situations for long periods of time, visible spatial and societal shifts are
created, and their reciprocal connection becomes particularly apparent.

A question arises: how did the contemporary model of high-rise, high-
density city respond to the imposed social changes caused by the

COVID-19 pandemic?
Images and videos of people singing from windows and balconies have
traveled the world in 2020, displaying the natural need for socialization,
community, belonging, and protesting the seclusion that was
aggressively imposed by the pandemic. The recommendations for new,
enforced, but ‘safe’ social conduct forcefully restricted human contact
and was very much conflicting with the instinct and inborn human
nature.
Parallelly, limited circulation within and between cities and countries
created heightened demand for open public spaces locally that were
identified as crucial social assets in times of crisis s. A square meter
more of free space was in high demand during 2020 and 2021 in urban
environments, when maintaining social distance was almost equivalent
to staying alive. The role of public space as a material realization and
constructor of the physical realm within which we live, move,
communicate, gather, or avoid one another has been tested to the
ultimate limits. The health crisis caused by the COVID-19 pandemic
highlighted its role as a generator of social relationships, as well as the
importance it has on the quality of everyday life in urban environments.
Thus, the most recent pandemic brought the topic of space-society
relationships to the forefront, confirming that architectural planning
5

and spatial organization can have serious and large-scale social
consequences. Issues of accessibility, availability, flexibility, and
transformability of both public and private spaces had a high impact on
both physical and mental health during the long months of restricted
movement. While it made us revisit the question of how ‘human’
contemporary architecture and space is or how lost we have become
trying to cater to the contemporary needs of everyday life, it also
opened doors for new spatial concepts.
Attempting to assess the relationship between spaces and societies in
an urban context during the extreme social situation of the COVID-19
pandemic, this study presents the case of the city of Sarajevo, a town
that chronically suffers from an open public space and urban greenery
shortage. Imposed changes in social conduct revealed and highlighted
all the weaknesses and deficiencies of this progressively congested
city. Subsequently, the work examines Sarajevo’s existing inventory of
public spaces in order to address the possibility of the city transitioning
to a wider and more homogeneous supply of public space. Through
cartographic representation, the research produces maps —an atlas of
the main categories of public spaces — and makes an in-depth survey
of the pattern of movement, use, and quality of selected open public
areas using Artificial Intelligence (AI) and technology.
AI and technology themselves have become increasingly important in
our lives and are changing the way we live. AI systems are designed to
automate tasks that were once performed by humans and are
becoming more sophisticated every day. AI is also changing the way
we interact with technology, making it more intuitive and natural, and
providing new and innovative ways to access and process information
and services. During the COVID-19 pandemic, AI served as a tool for
detecting human movement patterns, assisting in maintaining social
distancing.
This provides an insight into the assessment of vulnerability and risk in
Sarajevo in terms of the availability of public spaces and proposes
specific spatial interventions that could provide a more adequate
response for changing social behavior during COVID-19 pandemic or in
the face of possible new health crises.]]> (www.internetlivestats.com) that 40 percent of world’s population is
using Internet Media almost daily reports on different cyber and digital
security incidents. Many more similar incidents have never been reported
or they have been reported years after they had occurred due to the fact
that they could have jeopardised ongoing law enforcement investigations
or because they could have been embarrassing and thus negatively affect
reputation of the victim – organisation or a person.]]>