Background: With the aim of encouraging mobility between higher education institutions in the Western Balkan countries and those in the European Union (EU), the European Commission initiated a series of measures to increase the share of students primarily from the Western Balkans who spend at least one semester away from their home institutions, but also the share of young people from EU member states who come to Western Balkan (WB) countries. Objectives: Aim of the paper is to determine the degree of representation of internationalisation strategy and policy elements in the internal documents of higher education institutions and its direct impact on the development of mobility. Methods/Approach: An electronic survey has been created and sent to representatives of 9 EU and 11 WB universities. Respondents were mainly international relations officers or management representatives. Mann-Whitney test was applied in order to test differences between EU and WB universities. Results: The conducted Mann-Whitney nonparametric tests show that the degree of representation of internationalisation strategy and policy elements in the internal documents of a higher education institution has a direct impact on the development of mobility. Conclusions: By 2020, the European Commission aims to have 20% of all students acquiring an academic degree within the European Higher Education Area participate in mobility. This paper sheds light on this segment and indicates possible directions for actions aimed at developing mobility at institutions in Western Balkan countries.

Background: New methods, means and approaches for increasing the efficiency of public administration are constantly being discovered. This paper considers the possibility of applying a new form of organisation-known as the process organisation structure-in public administration. Objectives: The first aim is to conduct research on the extent to which work processes in public administration in Bosnia and Herzegovina are process oriented. The second aim of this paper is to measure the efficiency of public administration in Bosnia and Herzegovina. Methods: The research was conducted through a questionnaire survey and included all governmental levels in Bosnia and Herzegovina. The study involved 112 public organizations' managers in Bosnia and Herzegovina. Results: The first result is that the concept of business process organization has different values depending on the level of government. Another result is that the success of public organizations is different at different governmental levels in Bosnia and Herzegovina. Conclusions: This paper shows that the process-oriented management can be applied in public administration with the result of increasing the efficiency of organisations, thus increasing citizen satisfaction with public services. This paper should encourage managers and leaders to consider applying this model in the public sector, i.e. in public administration.

Academic mobility is a valuable and indispensable mechanism in each country's higher education quality assurance system. It also contributes to building and improving the capacities of individual universities because it enables the introduction of positive and proven teaching practices, modern teaching and research methods, and operational and administrative processes. The added value of mobility is the establishment of personal contacts and professional networking of teaching, scientific, artistic and non-teaching staff of the University of Sarajevo (from now on: "UNSA"), which has a long-term effect on the development of teaching, scientific and technological capacity. Studying through mobility gets an international note - students understand their work in a global context, their CV is enriched with new experiences, their knowledge of a foreign language (s) is improved, and after graduation, they become a competitive workforce. Teaching / scientific, artistic and non-teaching staff gain international experience through mobility, improve themselves, participate in active professional development, and increase the quality of the working environment. In the last 15 years, the University of Sarajevo has had over 2,500 outgoing mobility while hosting more than 1,500 international students, teaching / scientific, artistic and non-teaching staff. The mobility of students and staff significantly improves both the quality and the professional standard of UNSA activities. It indirectly contributes to the development and transformation of society as a whole. Through the integration of UNSA, many processes are uniform and simplified, but still, the heterogeneity and specificity of each organizational unit are present. In addition to all the benefits of student mobility, the most significant administrative challenge is the equivalence and recognition of ECTS credits earned at foreign institutions upon return to home institutions. Student services are faced with many formalities around keeping registers and other administrative forms that need to be tailored to exchange students. The current legal regulations in higher education do not value participation in mobility programs, which is undoubtedly not motivating for students and staff to get involved in them. On the contrary, the current vague legal framework and administrative barriers are significantly demotivating for students as they lose a semester or school year due to participation in mobility programs. It is necessary to develop more adequate regulations that will encourage more frequent, productive, more straightforward and better implementation of academic mobility for students. This could be achieved through participation in programs intended for international students (one-year specialist study, master's degree, dual education, summer schools, etc.). It is necessary to develop mechanisms for adequate evaluation of mobility for teaching, artistic and scientific staff of UNSA, which is particularly important for advancement to higher academic titles. It is also crucial to promote the exchange of administrative staff, which is often unjustifiably neglected, to improve the administrative processes at UNSA and its (sub) organizational units. To achieve this, we should be focused on developing cooperation with potential partners interested in administrative / non-teaching staff mobility.