Common buckwheat (Fagopyrum esculentum Moench) is an annual plant from Polygonaceae family which is well known as pseudocereal with high nutritional value. The yield and quality of the buckwheat`s kernel depend on weather conditions, mainly due to variations in the air temperatures and precipitation during the growing period. The aim of this study was to determine the impact of some metrological parameters on yields and chemical compositions in the kernel of buckwheat. Field experiments were conducted during three years (2011, 2012 and 2013) in the village Donje Selo, near Ilijaš. In this study grain yield, protein content, sludge, fats, mineral matter, cellulose and total phenols were determined. Experimental results suggested that the weather conditions in different years of the research have a significant impact on the yield and the chemical composition of the kernel. The yield of buckwheat varied from the year to year and ranged from 0.98 to 1.29 tons per hectare. Contents of protein and starch were also significantly dependent on the year of the research, as well as the content of phenol in the kernel. High total phenolic content was recorded in the year with the highest average monthly air temperature.

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Management innovation – the introduction of management processes, structures and practices that are new to companies, is crucial to business success. Based on the existing literature on management innovation and a rigorous theoretical approach to model design and development, a theoretical model of management innovation that is applicable to immature and underdeveloped markets was designed. Using this model, the study shows that the context in which companies operate, as well as companies’ management background (proficiency), are directly and positively related to management innovation. The main implication of the research is that the existing management innovation theory is applicable to market conditions in the Federation of Bosnia and Herzegovina with only slight adaptation. Furthermore, this research provides important insights about the factors that affect the companies’ readiness to introduce innovative management structures, processes and practices.

Any kind of innovative activity is driven by the urge for utmost success, continuous improvement or mere survival. The same holds true for management innovation, arguably the most advanced innovation type in the world of business. Although previously unjustifiably neglected, a significant number of studies have emerged recently that prove the potency of this type of innovation. Following such a trend, this study explores another distinguishing feature of management innovation - its durability. The study findings confirm the claim that companies that are innovative in management achieve better business performance in the long run. In addition, the study provides further support for the new direction in researching the innovation concept - an interdependent or synchronous approach to the adoption of different types of innovation on the company level.

This research aims to investigate the circumstances and possible reasons for a very high and rather unexpected success rate of Information Technology (IT) projects implemented in the Federation of Bosnia and Herzegovina (F BiH). For that purpose, the existing literature was reviewed thoroughly, and appropriate research design was formulated. In order to answer the research questions posed, a questionnaire was developed and sent to 400 companies in the F BiH that meet the defined business profile, yielding 62 valid responses. For the purpose of data analysis, a multivariate analysis of variance (MANOVA) was employed. The obtained results show that keeping the project size small significantly increases the odds for achieving IT project success, regardless of the organizational maturity level in project management. In addition, the higher the organizational maturity level in project management, the higher IT projects success ratio. Results also revealed that the differences between IT projects’ success ratio of different groups of organizations are primarily induced by the time and costs project constraints, but not with the project scope.