Conflicts are an integral part of doing business and companies cannot avoid them. In a globalized and dynamic environment, there is a need to manage conflicts that occur within the company, in a productive and effective way. Conflict management styles are influenced by a number of factors, including the national culture of employees, who will have certain preferences in resolving conflicts in accordance with their culture. When it comes to multicultural environment, the knowledge of the national culture of the country in which the business is being done, as well as the company’s home country, national culture is extremely important for conflict management and creation of positive atmosphere in the company. Doing business in a foreign market additionally complicates the process of the creation of interpersonal conflicts. Thus, top management coming from the home country has a big task of understanding the values and customs which are the part of personality of each employee from another country, and at the same time, the understanding of the national culture of the country in which the business was internationalized. The aim of the research is to, based on theoretical and empirical research, examine the impact of Bosnian and Herzegovinian national culture on conflict resolution styles used in foreign companies doing business in Bosnia and Herzegovina. Research results show that the national culture is a significant factor in conflict management in a company, but also in conflicts in general. The level of harmonization of chosen styles and ways of managing them with the national culture of the employees will affect their business performance, positive atmosphere and communication, and more efficiency for achieving the company’s business goals.

Crises are an inevitable part of the life cycle of any organisation, regardless of its location, size, market, and sector. At the beginning of 2020, all organisations faced a new crisis caused by a COVID-19 pandemic. The rapid spread of the disease and its consequences to human health required a quick reaction of organisations to protect the health and safety of employees through physical distancing. Organisations had to reorganise their way of doing business and adapt to new circumstances. The first response to the crisis is to activate or form a crisis management team. The main goal of the crisis management team is to prepare the organisation for a new way of functioning by using all its opportunities and strengths to minimise the negative effects of the crisis. The success of crisis management and the recovery of an organisation depend on the quality of functioning of the crisis management team. The results of a survey conducted during April and May 2020 which included 108 members of crisis management teams showed that the respective teams responded adequately to the crisis caused by the COVID-19 pandemic. Research results showed that team members reacted quickly to the first signs of the crisis. They made real-time decisions by using a holistic approach due to their different knowledge, skills and experience, clear team roles, commitment to a common goal, open, honest and effective communication, and mutual trust.

been through the copyediting, typesetting, pagination and proofreading process, which may lead to differences between this version and the Version of Record. Please cite this article as doi: 10.1002/aisy.201900189. This article is protected by copyright. All rights reserved CMOS and Memristive Hardware for Neuromorphic Computing Mostafa Rahimi Azghadi, Ying-Chen Chen, Jason K. Eshraghian, Jia Chen, Chih-Yang Lin, Amirali Amirsoleimani, Adnan Mehonic, Anthony J Kenyon, Burt Fowler, Jack C Lee, Yao-Feng Chang College of Science and Engineering, James Cook University, Townsville, QLD 4811, Australia Department of Electrical and Computer Engineering, The University of Texas at Austin, Austin, TX 78712, United States Department of Electrical Engineering and Computer Science, The University of Michigan, Ann Arbor, MI 48109-2122, United States Huazhong University of Science and Technology, Wuhan, Hubei, 430074, China Department of Electrical and Computer Engineering, University of Toronto, Toronto, Ontario, Canada Department of Electronic and Electrical Engineering, University College London, Torrington Place, London, United Kingdom mostafa.rahimiazghadi@jcu.edu.au, yfchang@utexas.edu ABSTRACT The ever-increasing processing power demands of digital computers cannot continue to be fulfilled indefinitely unless there is a paradigm shift in computing. Neuromorphic computing, which takes A cc ep te d A rti cl e