Aims: This paper aims to investigate internal marketing dimensions in banks in the market of Bosnia and Herzegovina (BiH). The research aims are: 1) To determine the attitudes of employees and management regarding the presence of the observed internal marketing dimensions (familiarity with the vision, reward system, training and development, internal communication) in the banks in BiH, 2) To determine the existence of a statistically significant difference in the attitudes of employees and management regarding the presence of the observed internal marketing dimensions in the banks in BiH, 3) To determine the impact of socio-demographic characteristics on the attitudes of employees and management regarding the presence of the observed internal marketing dimensions in the banks in Bosnia and Herzegovina. Study Design: A quantitative research approach was employed to investigate internal marketing dimensions, utilizing a survey method to collect empirical data from management and employees in banks across Bosnia and Herzegovina. Place and Duration of Study: The data were collected in Bosnia and Herzegovina from management and employees of the banks during the last quarter of 2023. Methodology: This paper is based on empirical data collected through the written structured questionnaire. The total of 250 questionnaires were collected, of which 184 were included in the analysis. The total number of validated responses was 63 from managers and 121 from employees. To analyze the data, an independent samples t-test was conducted to determine whether significant differences existed between employees' and management's perceptions of internal marketing dimensions. Additionally, a chi-square (χ2) test was used to examine the relationship between socio-demographic characteristics and respondents' attitudes toward internal marketing dimensions. Results: The results indicate that the attitudes of employees and management differ in two out of four observed internal marketing dimensions: familiarity with the vision and the presence of the reward system in BiH banks. However, no significant differences were found in attitudes toward training and development or internal communication. Additionally, socio-demographic characteristics did not show any significant correlation with internal marketing perceptions. Conclusion: This study highlights the need for a more consistent and strategic approach to internal marketing within BiH banks, particularly in aligning employees and management on key dimensions. Addressing these gaps could enhance organizational cohesion and effectiveness.

Knowledge, competencies, and human capital are the cornerstones of business innovation. Generating innovation alone is not a guarantee of success in the market, but it is necessary to successfully manage innovation, which requires managers' expertise and specific competencies. The paper focused on analyzing the impact of several managerial competencies on improving the new proposition dimensions of the business model innovation. The business model innovation consists of new creation innovation, new proposition innovation, and value capture innovation. This paper analyses the new proposition innovation segment that relates to solutions for customers and how they are offered; it consists of the dimensions of new offerings, new customers and markets, new channels, and new customer relationships. The research was conducted among managers of companies from several industries, who evaluated their competencies, namely analytical and innovative, their ability to recognize opportunities, their tenacity, and passion for work, as well as new proposition innovation of business model innovation. The findings suggest that each of the managerial competencies is influential in some way but that they do not all affect each dimension of a new proposition of business model innovation. This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

* Selma Smajlović, PhD., Senior Teaching Assisent, (corresponding author), University of Tuzla, Faculty of Economics, Bosnia and Herzegovina, Univerzitetska 8, BiH 75000 Tuzla, Phone: +387 35 320 820, E-mail: selma.smajlovic@untz.ba ** Bahrija Umihanić, Ph.D., Full Professor, University of Tuzla, Faculty of Economics, Bosnia and Herzegovina, Univerzitetska 8, BiH 75000 Tuzla, Phone: +387 35 320 820, E-mail: bahrija.umihanic@untz.ba *** ̋Lejla Turulja, Ph.D., Assistant Professor, School of Economics and Business Sarajevo, Bosnia and Herzegovina, Trg oslobodjenja – Alija Izetbegovic 1, Phone: +387 33 275 970; E-mail: lejla.turulja@efsa.unsa.ba Abstract. This study aims to clarify the relation between technological innovation and business model innovation and their shared impact on the business success of medium and large enterprises. Drawing on the ResourceBased View, this paper offers a comprehensive research model that analyses the relationships between technological innovation and business model innovations and their impact on business success. Structural Equation Modelling is utilized for the analysis of a dataset collected in a Southeast European developing country among medium and large enterprises. The results show that technological innovation has a positive influence on business model innovation and that business model innovation positively impacts the success of a business. Finally, the results confirm the mediating role of business model innovation between technological innovation and company business success. This research adds to the existing literature by empirically investigating the relationship between technological innovation, business model innovation, and company success identifying an antecedent role in the relationship between technological innovation and business model innovation.

Introduction: Hygiene of removable dentures can not be separated from oral hygiene. Removable dentures persist in mouth for up to 16 hours every day. Inadequately cleaned dentures with lots of plaque accumulated, can compromise health status of mucosa and remaining teeth. It can lead to stomatitis protetica, candidiasis and periodontitis. Aim of the research was to investigate habits of 65+ old patients, regarding the method and frequency of cleaning their dentures, to investigate substances used for cleaning and to investigate frequency and causes for dental visits. Materials and methods: Questionnaire was presented to 61 patient who were 65 or older, and have removable dentures. Results: 82% of the patients interviewed is cleaning their dentures at least twice daily.93% of them is using the mechanical method of cleaning the dentures. 86% is using a toothpaste for cleaning, 52% is keeping the dentures in clean water when it is not in the mouth, 48% is using cleaning tablets. 57% of interviewed patients is wearing dentures at night. 48% of them reported that they have never been instructed from their dentists on how to clean their dentures. 36% of them goes to the dentist only when have some emergency problem. Conclusion: The patients had limited knowledge about prosthetic- and oral hygiene, and they rarely visited dentist. The data collected provided an insight on habits of patients and pointed to the need of greater involvement in prosthetic hygiene promotion and in better informing of the patients.

The OG and WC represent the crown of each athlete’s career, so it is the same with gymnasts. The aims of this study it was investigate the historical analysis of the chronological age trend of all participants of men’s artistic gymnastics who have won medals in the period between 1896 and 2016 has been made. The examinees were gymnasts who had won medals at the following competitions: Olympic Games (OG) from 1896 to 2016 (n=1177) and World Championships (WC) from 1903 to 2015 (n=1651). The oldest gymnasts are on the Rings with an average age on (OG: M = 26.48, SD = 3.85) and (WC: M = 40.23, SD = 3.50) years old, and the youngest in the same are contestants (OG: Floor = 23.09, SD = 3.88) and (WC: M = 7.86 SD = 4.02). The results of independent t test were significant difference between OG and WC on Pommel horse (PH), Rings (RI), Paralell bars (PB), All-around individual (AAI) first place and Paralell bars (PB) first place. Changes in the General Rules and Code of Points by the Fédération Internationale de Gymnastique after 1997 years the trend is a significant change only on WC but not on OG. Since artistic gymnastics becomes each Olympic cycle over more demanding in terms of complexity and difficulty value of the elements, it is expected fact that gymnasts need more time to acquire stability, experience and safety when performing such complex exercises in future.