Purpose -The purpose of this paper is to highlight the importance and role of encouraging the development of organizational creativity in the modern enterprise. Creativity is an essential element of entrepreneurial activity, important for overcoming the challenges and obstacles in the development of the concept from the design to implementation. Creativity in contemporary market conditions refers to research and the application of different business access. Development of organizational creativity and introduction of new products and services is crucial for the survival and development of the organization. The aim of this paper is to answer the question of how encouraging creativity within organizations can help and contribute to better business and achieving competitive advantage. Methodology -In this paper the existing theories and models of creativity were analyzed, according to which a model for managing organizational creativity that would be applicable to organizations willing to change was distinguished, taking into account the concept of a framework for networked creativity that may include individual creativity, creativity in team / group and organizational creativity. Findings -Organisations themselves must in the best way possible develop their employees' creativity on the road to good ideas. For this, motivated and multidisciplinary individuals or teams are needed, able to come up with creative ideas. Organizations that endeavor to devise methods of quality management, as well as decide to encourage creativity in their business, have to invested a lot in it, which is certainly the most common means investment in creative training. Contribution -The work represents the first phase of research in preparation for the empirical study of the role and importance of organizational creativity as a competitive advantage in organizations.

Purpose -The purpose of this work is to examine the relationship between organizational culture and knowledge management in small and medium enterprises. Organizational culture and knowledge management in today's unstable environment are becoming a major source of competitive advantage. Knowledge is an indisputable resource that allows the development of new products, creation of new ideas and strengthening the skills of people. Due to the rapid development of technology, globalization and the availability of resources, knowledge is crucial for the further development and survival of the organizations. Knowledge management is widely recognized as a competitive advantage and an increasing number of organizations are incorporating knowledge management as a core strategy to enhance their organizational competitive advantage. Methodology -The aim is to examine how and to what extend organizational culture affects on knowledge management. The research was conducted with survey on a sample of the small and medium enterprises. Findings -The results indicated that organizational culture had a positive correlation with knowledge m anagement. The establishment of a higher level organizational culture is a necessary precondition for successful implementation of knowledge management. Contribution -Results of this work can be of a significant value to organizations as they prepare to implement knowledge management initiatives. Organizations that are aware of their organizational culture can plan strategically and make informed decisions on the type of knowledge management. Knowing the degree of success that is associated with new business strategy can better apply scarce resources in more viable situations.

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Moderni turisti putovanje počinju pretraživanjem informacija o destinaciji koju planiraju posjetiti, koje su dostupne putem interneta i društvenih mreža, ali i putem preporuka prijatelja koji su ranije posjetili određeno mjesto. Zahvaljujući pričama o turističkoj destinaciji, turisti na planirani put dolaze sa svojim željama i očekivanjima; iskusiti nešto posebno, čudesno ili edukativno. Ako turistička destinacija, smještaj ili usluga nemaju upečatljivu interpretaciju, ostat će nezapamćeni, a turist će ostati uskraćen za njihovu posebnost. Ključnu ulogu u interpretaciji ima storytelling i upravo njime se pojačava sam doživljaj. Autentičnost je još jedan koncept koji se često spominje u kontekstu destinacijskoga marketinga kroz storytelling. Cilj je istraživanja ispitati stavove i mišljenja ispitanika kako storytelling kroz autentičnost i narativno razumijevanje utječe na namjeru posjete destinacije. Rezultati istraživanja impliciraju da autentičnost priče i narativno razumijevanje kao odrednica storytellinga utječu pozitivno na namjeru posjete destinacije što se smatra temeljnim doprinosom rada. Ključne riječi: storytelling, destinacijski turizam, brendiranje, autentičnost

We are witnessing a moment in time that many treat as a "time of change. "Truly this is a time characterized by new economic relations, digitalization, the Internet, the economy of experience, etc. The trends of this time and of this kind of economy are, therefore, so dynamic and changeable that one logical question arises: should they be observed, researched and apostrophized as rules with some longer-term meaning? The world is on top of the fourth industrial revolution. All those who have started the processes of digitization must urgently bring it to an end, and those who have not will not be on the relevant maps of global processes very soon. The global trends at the top of the global pyramid are quality and flexibility, and success is guaranteed only to those who manage to create a products/services with innovation and creativity that will be marked and become both complex and flexible, taking on qualities of disruptors who already became the most powerful stakeholders in global economic processes. Branding a tourist destination has long been one of the crucial components of a strategy to gain a competitive advantage in increasingly challenging tourism markets. The modern holistic approach to leading the process to the set goal implies process management at three levels, the level of strategic management, the level of marketing management and the level of brand management. It is quite clear that the branding of a tourist destination does not stand out from the whole process, especially considering the complex interactions within each tourist destination. For emerging tourist destinations, such as the tourist destination of Herzegovina, it is crucial to have the right vision, define the mission, set goals and manage the processes of creating a unique identity of Herzegovina as a tourist destination, bearing in mind