Along with the increase in awareness of the importance of human resources and their contribution to the value of the organization, there is a growing awareness of the need for their management. The fact that modern society prescribes by the law that organizations must identify dangers and hazards, risk level that may arise, as well as their management and implementation of consistent measures to reduce their impact, shows the importance that is attributed to this issue.For the effective implementation of laws in the field of health and safety at work and other necessary protective measures, there has been a need for a systematic approach to management in this area. Systematic approach to management in the field of health and safety at work ensures the implementation of all measures necessary for the safe operation thus protecting both employees and organization. This systematic approach is reflected in the current standard oHSAS 18001, which aims to establish control over the risks that carry harmful potentials, and thus ensuring the continuity of operation of the organization.The focus of the scientific community which is actively working on improving the existing standards in the field of safety and health of employees is focused on the upcoming standard that will replace oHSAS 18001. The upcoming standard places a greater emphasis on the risk management and the ongoing assessment of risks and opportunities to prevent or reduce side effects. The innovations in this standard are reflected in the strengthening of the role of top management and top management as well as in the context of the "organization" itself. ISo 45001 provides for active participation of management in all processes of health and safety at work and tends to reduce the usage of process of delegated responsibility to one manager, while, on the other hand, the organization looks at the broader, i.e., the requirements of the wider community are taken into account.

Prevod obezbedili autori RezimeOvaj rad se bavi efektima IT i strategija otvorenih inovacija na inovacione i finansijske performanse u bankarskom sektoru Srbije, koristeći metodu studije slučaja koja se zasniva na kvalitativnim i kvantitativnim podacima. Rezultati istraživanja ukazuju na potrebu uvođenja koncepta otvorenih inovacija u bankarskom sektoru, odnosno na adekvatno inkorporiranje eksternog znanja u inovacione procese pomoću odgovarajućih tehnologija. Zaposleni i uspostavljeni partnerski odnosi sa značajnim stejkholderima predstavljaju dva najznačajnija izvora za stvaranje i komercijalizaciju radikalnih inovacija, dok korisnici bankarskih usluga i ostali izvori prikupljanja znanja omogućavaju generisanje različitih znanja i ideja, te stvaranja inkrementalnih inovacija koje su u primarnoj funkciji zadovoljstva korisnika bankarskih usluga, unapređenja postojećih procesa i poboljšanja kvaliteta usluga. U cilju maksimalnog iskorišćenja potencijala iz modela otvorenih inovacija, u zaključnom delu su izvedene preporuke za menadžere u bankarskom sektoru. Istraživanje može doprineti menadžerima u finansijskim uslugama, bankarskom sektoru, IT sektora i menadžmentu inovacija.Ključne reči: IT strategija, strategija otvorenih inovacija, radikalne inovacije, inkrementalne inovacije, inovacione performanse, finansijske performanse, bankarski sektor, menadžment inovacija JEL: O31, O33, G21 SummaryThis paper deals with the effects IT and open innovation strategies have on innovation and financial performances in the Serbian banking sector, using the case study method based on qualitative and quantitative data. The research results point to the need for introducing the concept of open innovation in the banking sector i.e. to adequately incorporate external knowledge in innovation processes using appropriate technologies. Employees and established partnerships with key stakeholders are the two most significant sources for the generation and commercialization of radical innovations, while customers and other sources of knowledge acquisition allow the generation of various knowledge and ideas, and the creation of incremental innovations with the primary purpose of satisfying the end users of banking services, improving existing processes and service quality. To maximize utilization of resources from the open innovation model, the concluding paragraph contains recommendations for managers in the banking sector. The study may be useful for managers in the financial services, banking, IT sector and innovation management. Keywords:IT strategy, open innovation strategy, radical innovation, incremental innovation, innovation performances, financial performances, banking sector, innovation management JEL: O31, O33, G21 Uvod i ciljeviBankarski sektor prolazi kroz period značajnih strukturnih promena, kao rezultat kombinovanih spoljašnjih i unutrašnjih snaga koje podjednako predstavljaju mogućnosti i pretnje za banke. Globalna finansijska i ekonomska kriza, izraženi regulatorni pritisci, nestabilno poslovno okruženje, brz tehnolo...