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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Purpose - Small and medium enterprises (SMEs) are very important from a social and economic point of view. They account for two-thirds of jobs in the private sector and are responsible for more than half of the total added value attained by companies in the EU. Competency management consists of three phases: determining the required competencies; determining current competencies and the competency gap; and undertaking activities to ensure and develop the necessary competencies. The required competencies determine the key activities and behaviors required in each key area of work. They represent the basis for the quality performance of other phases of competency management. The primary aim of this research is to determine whether and to what extent determining the required human resources competencies influence the business performance of small and medium enterprises. Methodology - The empirical research was conducted on 234 SMEs in the Federation of Bosnia and Herzegovina (FB&H) in January 2021. The percentage of processed SMEs reflects the real situation according to statistical data on the number of SMEs in the FB&H. An original questionnaire was created for the survey. Data collected by the conducted empirical research were analyzed using graphic representations; descriptive statistics; structural analysis; KolmogorovSmirnov test; Mann-Whitney U test; Kruskal-Wallis test; correlation analysis; factor analysis; and hierarchical multiple regression models. Findings - The research results showed the correlation between the studied variables and the influence of determining the required human resources competencies on the business performance of SMEs. The paper includes a comparison with similar research and recommendations for future research. Contribution - Given that very little research in this area is available in the literature, and that research has not been conducted in this way so far, the contributions of the paper are reflected in several achievements that have made a significant departure from other research on this issue. The same or similar research has not been conducted in Bosnia and Herzegovina so far. The subject of research has been set in a new and original way linking the determining the required human resources competencies and business performance of SMEs through the development of a theoretical model of the relationship between defined variables. An original theoretical and empirical model has been formed, the purpose of which is to determine the impact, direction, and intensity of the links between the first phase of human resources competency management and the business performance of SMEs. A model for measuring business performance has been developed using a balanced scorecard model that includes four perspectives (financial, customer, internal business processes, and learning and growth). Empirical verification of the defined model expanded and deepened the insight into the paradigm of modern business, the first phase of human resources competency management, and its development and affirmation in the field of management and business success.

Entrepreneurship and small and medium enterprises are very important from a social and economic point of view. Education, and in particular higher education, creates human resources for future economic and social development. There are numerous EU and national strategic documents underlining that entrepreneurship should be promoted and encouraged in educational institutions and curricula. The primary aim of this research is to determine the entrepreneurial intentions of the student population and the differences in the entrepreneurial intentions of students with regard to the field of study. The research has been conducted at the University of Mostar from April to June 2020. For the research purpose, a questionnaire was used and delivered online to students of several faculties from different areas and fields of science and education, including the first and second educational cycle. The data were analysed in IBM SPSS Statistics 25.0. The results were expressed as number and percentage and mean and standard deviation. The results of the research showed the entrepreneurial intentions of students, their entrepreneurial education and perception of entrepreneurship, their connection, and that there are certain differences with regard to the field of study.

Živimo u vremenu brzih, dramatičnih, kompleksnih i nepredvidljivih promjena koje sve značajnije utječu na ponašanje, upravljanje i vođenje poduzeća. Takve promjene u okolini i promjene uvjeta poslovanja uzrokuju krizne situacije kao neplanirano i neželjeno razdoblje u poslovanju poduzeća ograničenoga trajanja s ambivalentnim ishodom. Krize i propasti poduzeća postali su konstanta i javljaju se ne samo u vremenima recesije nego i u vrijeme gospodarskoga rasta i dobre konjunkture. Ključno sredstvo za upravljanje kriznim situacijama postala je komunikacija. Širenje pravodobnih i točnih informacija svim zainteresiranima, pa i medijima (što uključuje i borbu protiv dezinformacija) ima veliku ulogu u djelotvornom upravljanju krizama. U radu su prezentirani rezultati empirijskoga istraživanja provedenog među poduzećima u Bosni i Hercegovini. Cilj je bio istražiti koriste li poduzeća nove društvene medije, konkretno društvene mreže, za komunikaciju sa svojim dionicima tijekom različitih kriznih situacija, jesu li ih dosad koristili, kakva su im iskustva te imaju li strateški pristup u pogledu novih (društvenih) medija i eventualnih kriznih situacija poduzeća.