OriginalScientificArticle
DifferencesintheImplicationsofOrganizational
CreativityRegardingtheSizeofEnterprises
intheTourismSector:TheCaseofBosnia
andHerzegovina
DanijelaMadžar
UniversityofMostar,BosniaandHercegovina
danijela.madzar@fpmoz.sum.ba
InesMilohnić
UniversityofRijeka,Croatia
ines.milohnic@fthm.hr
IvanMadžar
UniversityofMostar,BosniaandHercegovina
ivan.madzar@fpmoz.sum.ba
Thepurposeofthepaperistoindicatetheimportanceanddifferencesintheimpli-
cationsoforganizationalcreativityregardingenterprisesizeinthetourismsector.In
theprocessofcreativitymanagement,it isessentialtodevelopthecapacityforcon-
tinuous change and frequent adjustment while preserving the identity and value of
the organization.The paper is based on a basic hypothesis thatthereare significant
differences in managing organizationalcreativity associated with enterprise size in
tourism. Research results have shown that larger companies are more likely to suc-
ceed in managing creativity, which is explained by their access to human, material
andfinancialresources.Ingeneral,thebehaviourofenterprisesinBosniaandHerze-
govina,andespeciallyinthetourismsector,isarelativelyunexploredphenomenon.
Theresultsoftheresearcharesignificantasthereisnorelevantresearchontheman-
agement of creativity in the service sector as a whole and the tourism sector of the
Federationof Bosnia and Herzegovina.
Keywords: management,organizationalcreativity,enterprisesize,tourism
https://doi.org/10.26493/2335-4194.14.217-226
Introduction
The primary challenge of managing any organization
isencouragingcreativityandinnovation,especiallyin
today’s era of quick change and continuous develop-
ment. In the mere process of managing, it is essen-
tial to constantly develop the capacity for continuous
changes and frequent adjustments while maintaining
identity and the organization’s worth. Other than the
previously stated, it is of high importance to recog-
nize people’s ability to adjust and create new products
andservices.Lookingthroughthescientificandtech-
nologicalprismaswellasthrougheconomicdevelop-
ment, tourismhasbecome one ofthe most propulsive
activities of economic evolution in the world.
Tourismanditsmultiplicativefunctionscontribute
tothegrowthanddevelopmentofallotherindustries.
Inthemoderntouristbusiness,itisveryimportantfor
enterprisestohavemanagementthatwillcontinuously
Academica Turistica, Year 14,No. 2,December 2021 |217

DanijelaMadžar etal. Differences intheImplications of Organizational Creativity
exploretrendsand endeavourto adjustthe company’s
businesses to those trends.
Traditionally it has been thought that only some
aspectsofabusinessarethecreativeones,suchasde-
velopment and designing new products, or forming
marketing messages, but creative enhancements are
possible even in planning, leading projects, person-
nel managing, interpersonal relationships within the
enterprise, and also in client/customer relationships
(Carmeli,2004).Organizationalcreativityisbestun-
derstoodas the ongoingconstitutingand legitimating
ofideasaspeoplelearninandfrompracticeandcon-
necttheirunderstandingstotheideasofothersinnew
ways(Coldevinetal.,2018).AccordingtoSirkovaetal.
(2014) employers provide their employees with suffi-
cientspacefortheuseanddevelopmentofcreativityat
workandalsogivethemfreedomwhensolvingprob-
lemsandpresentingtheirown ideas.
Oneofthemostimportantpreconditionsforlong-
term tourism development is responsible and good
qualityplanningalongwithaffirmationofculturalval-
ues.It is necessaryto developadditionalserviceswith
sophisticated and competitive products along with a
tourist offer that pleases the guest with its specificity.
The ability to recognize and deal with the changes
that modern trends bring is a crucial element for
all enterprises in tourism. In the future, all trends in
tourism should be unquestionably open to creativity,
knowledge, and innovation. They should activate en-
trepreneurial abilities, and connect all elements (cre-
ativity,knowledge,innovation)aswellasstocksinthe
market.Furthermore,they should integrateresources
to achieve further development and competitiveness.
In that way, recognition and uniqueness in the con-
temporarymarketarecreated.
The goal of this paper is to point out the impor-
tance and differences in the implications of organiza-
tionalcreativityregardingthesizeoftheenterprisein
the tourism sector.
h1 There are significant differences in managing
organizational creativity which are connected
withthesizeofanenterpriseintourism.
With the given hypothesis it is expected to prove
the connection between the size of an enterprise and
managing organizational creativity. Theoretical con-
siderations connected to this hypothesis are different
depending on whether we look at smaller enterprises
as being more flexible and innovative which resultsin
profitability and achieving competitive advantages. If
weconsiderthemtohavefeweravailableresourcesfor
encouragingcreativityitmeansthatbiggerenterprises
are more competitive and profitable.
Enterprisesintourismhavetheirownspecificchar-
acteristics. In the process of management, it is neces-
sarytotakeintoconsiderationthefactorofseasonality
duetowhichthemajorityoftheactivitiesareconcen-
trated in a short period. Enterprises in the sector of
tourismneedtodirecttheircapacitytothetimewhen
the largest demand is estimated because because it is
the capacities that cause service inflexibility as well
as an inability to adjust. Accordingly, demand for ad-
justmentresultsinemployeereduction.Enterprisesin
tourismarecloselyrelatedtothefurtherdevelopment
oftouristdestinations,theyrepresenttheoutlineofor-
ganizing travelsand tourism in general,and they also
have an immediate influence on destination develop-
mentaswellastheregionitself.Enterpriseoperations
intourismandcateringarecharacteristicbecausethey
aresuitableforestablishingbusinessrelationsbetween
hotelsandallotherbusinesssubjectsthatoccurinthe
processofprovidingservices.The goalofasuccessful
business is equally useful to managers, organizations,
andownersoftheenterprises.
LiteratureReview
Organizational creativity represents internal strength
that leads to discovering new products, manufactur-
ingprocesses,marketniches,andclient-supplierbusi-
ness relations. In that way it builds the competitive
advantageof different enterprises over their competi-
tors.Creativityistheabilitytomakeneworiginalcon-
tent (ideas, conceptions, techniques, methods, mod-
els,products,andorganizations)whichshouldbeper-
ceived as relevant and valuable for society by the en-
vironment (Horng et al., 2015). In light of the emer-
genceandreproductionofcreativityasapowerfuldis-
positive (Reckwitz, 2017), ‘being creative’ is no longer
anoptionbutadeeplyrooteddesireandimperativeat
the same time: organizations want to be creative, and
218 | Academica Turistica, Year14,No. 2,December 2021

DanijelaMadžar etal. Differences intheImplicationsof Organizational Creativity
they have to be creative. According to authors Fred-
eriksenandKnudsen(2017),creativityshouldsuccess-
fully serve the process of advising organizations on
how to seek and secure ideas for innovation of prod-
uct/service performance. The creativity of society de-
pends on two types of factors, external and internal,
whichinclude(Srića,1992):
•
Microfactors–they actwithin theorganization;
•
Macrofactors–theyoriginatefromthesocialen-
vironment.
The main microfactors arethemotivation forcre-
ative work, personnel structure, quality of innovation
potential,thewayofrunninganorganization,modern
management technique application, encouragement
of creative thinking, etc. The macro climate creativity
of a country is formed by a whole set of political and
economic features of its space. It includes the level of
democratization, freedom of thought expression, leg-
islative systemstability, statelegislation,and thequal-
ityoftheinfrastructure.Studiesonorganizationalcre-
ativity,however,aremainlyinterestedinexploringthe
variables through which creativity both within and of
organizations can be fostered (Sonenshein, 2013; An-
derson et al., 2014; George, 2007). Features of an en-
terprise in tourism include complexity, multidimen-
sionality, susceptibility to changesin the external and
internal environment whose further development is
conditioned by knowledge, service quality, available
resources, and innovation. To move towardscontinu-
ous enterprise development in tourism and catering,
onemustequallypayattentiontobothinternalstake-
holders (employees) and the external stakeholders
such as service users, suppliers, local population, etc.
The company’s managementhas even greaterrespon-
sibilities.Theyhavetofindnew,creativeapproachesto
business and provision of services, as well as achiev-
ing set goals for profit increase and competitive ad-
vantages.Theyalsohavetofindroomforresponsi-
ble management in correlation to sustainable devel-
opment.AccordingtoEvansetal.(2003),managersin
the tourism sector meet with special challenges that
can be observedthrough:
•
Resourceimmobility;
•
Reallocation of resources;
•
Theconstantconflictbetweenresourcesandcom-
petitiveness;
•
Ownership and controlof resources;
•
Seasonality;
•
Low rewards;
•
Capacity constraints;
•
Time.
Creativityinanorganizationisacomplexandmul-
tifaceted process. Creativity, along with innovation, is
accentuated as the most important factor of organi-
zational success (Wong and Pang, 2003). Creativity
within an organization is an initiator and key factor
fordevelopingpersonal,professional,entrepreneurial
and social skills (Goldstein, 2016). Attribution of or-
ganizationalcreativityisanongoing,playfulandrisky
interactive accomplishment between an organization
and its environment (Koch et al., 2018). According to
GiuraandVasile(2017),creativityisthevitalsourceof
anorganization,especiallyinatimewheninnovation
is the main element of anything that relates to busi-
ness success. It is of high importance that the main
focusoforganizationmanagementisdirectedtowards
factors that encourage the creative manifestation of
humanresourcesonalllevelsindifferentprocessesof
theorganization.
It is very important to highlight that one should
never say that some individuals are creative and oth-
ers are not, but the assignment distribution should be
divided in a way that does not violate the stability of
the organization. On the other hand, if there are em-
ployees that do not indicate a creative approach they
shouldbetrainedonhowtoperformthegivenassign-
ments in a new and different way (Zhu et al., 2014).
An empirical study on managing organizational cre-
ativity (Slavich & Svejenova, 2016) done from 1990 to
2014, showed that managing creativity includes man-
agingmutuallyconnectedprocessesaswellasdual
processes,suchasprocesses–outcomes,individuals–
teams,etc.
It is also important to point out that regardless of
whether the organization in some way measures the
creativity of its employees, it is necessary to actively
work to encourage and understand the creative be-
haviourofemployeesasamultipurposephenomenon
Academica Turistica, Year 14,No. 2,December 2021 |21 9

DanijelaMadžar etal. Differences intheImplications of Organizational Creativity
Creativeculture
Perseverance
Organizational
support
Equality
Motivation
Promotion
Knowledge
sharing
Creativeresult
Workingenvironment
Figure1 ModelofMeasuringEmployeeCreativity
and the contextual factors influencing it. In addition
totheabove,certainmodelsandmethodsofmeasure-
ment are certainly conditioned by different samples,
organizations and, of course, cultures. In any of the
cases mentioned, the most important thing is to pro-
mote the idea in interrelationshipswithin the organi-
zationthatcreativity,innovationintheworkplaceand
an entrepreneurial spirit are vital and crucial to indi-
vidualandorganizationalsuccess.Themodelisbased
on the componential theoryof organizationalcreativ-
ity and expanded with elements of the working envi-
ronment(equality,motivation,knowledgesharingand
promotion) which contribute the most to creative re-
sults.
The successful creative team is directed towards
quality. The team leader has to create the notion that
anything could be better than it already is. Special at-
tention is given to the individual talents of the mem-
bers to give them the possibility to excel. In the cre-
ative team, the leader should create an encouraging
environment for the development of new ideas. The
creative team seeks for freedom, independence, and
authority, as well as responsibility for the results pro-
vided.Thesuccessofthecreativeteamdependsonthe
free flow of information. While in the authoritative
organizationthemanagersaretheoneswhoblockin-
formation,inthecreativeteamtheconversationisled
openly and unrestrictedly in an atmosphere where it
iseasiertosolveeventhehardestproblems.Managing
successful groups is based on leadership by example.
The leaders of creative teams have a vision and they
knowhowtoencouragetheirassociatestoacceptand
follow their ideas. They are devoted, original, inde-
pendent, flexible and confident. Leadership by exam-
pleisoneofthemostimportantmethodsofmanaging
a creative group which shows how our behaviour can
impactothersandtheorganizationitself(Srića,2016).
In the last few years, creativity has been closely
related to tourism development, especially when it
comestocreatingnewtouristicproductsandservices.
Richards (2011) highlights that the mere concept of
creativity is impossible to define, but it is integrated
into tourism through different things, such as people,
products,processes,andplaces.Hethinksthatthere
arethreetypesofcreativedevelopmentintourism:
creative events, creative space, and creative tourism.
Asagoalofcreativemanagement,Srića(2016)defines
twowaysthatshouldbeappliedatthesametime:
•
Recognitionandremovalofanyobstaclestocre-
ativity, and
•
Creationofanencouragingenvironmentforcre-
ativity.
When we talk about the size of the enterprise, the
sector of small and medium enterprises has the fun-
damental advantage. They have reduced barriers that
are caused by hierarchy as well as developing greater
flexibility in the process of decision making, a shorter
period for feedback on customer needs, and easier
establishing of partnerships with enterprises suitable
for achieving business results (Paunović & Prebežac,
2010).Themanagementofanorganizationisthemost
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DanijelaMadžar etal. Differences intheImplicationsof Organizational Creativity
important factor that influences creativity within the
organization through organizational culture and at-
mosphere (Scott & Bruce, 1994), strategy, structure, a
reward system or resources (Woodman et al., 1993),
as well as through the direct effect of their behaviour
and their creativity (Baer et al., 2003) and success-
ful motivation of the employees (Tierney et al., 1999).
Rowe (2004) asserts that creative leaders are the ones
who can manage the future because they are ready
to confront the unknown and they see problems as
challenges.Theyunderstandtheworldaroundthem,
makealliances,recognizetheimportanceofsocial re-
sponsibility, manage complexity and use contempo-
rarytechnologyandemboldencreativity.
Guetal.(2017)saythatorganizationalcreativityis
an intermediary relationship between leadership and
innovativeemployeebehaviour.Theeconomicsignif-
icanceofcreativityisrecognizedbybothorganizations
and the economy as a whole. According to numerous
researchesaswellastheopinionsofmanyexpertsand
practitioners,thecoreneedofamodernorganization
and its main source of innovation is the creativity of
stakeholders.Accordingly, all the stakeholderswithin
the organization have to participate actively, encour-
age and createnew ideasand services.
Methodology
Different scientific research methods have been used
throughoutthepaper.Byusingthehistoricalmethod,
professional and scientific literature has been anal-
ysed. Through empirical research and survey meth-
ods, primary data have been analysed. Through sta-
tistical methods, the main, general relations set out
in the hypothesis have been established. Within col-
lectedandsystemizeddata,bythemethodofabstrac-
tion, the relevantdata is separatedfrom the irrelevant
data, which has led to new theoretical cognitions and
the contribution to the practice. Empirical research
was carried out in enterprisesin the tourism sector in
the Federationof Bosnia and Herzegovina which met
the criteria of the generaldefinitionof large,medium
and small enterprises for the entity territory (Law on
accounting and auditing of fbih). The data was col-
lected using a survey questionnaire. The distribution
ofthequestionnairewascarriedout by e-mail.
The questionnaire was partly constructed on the
basis of the Creativity Audit Questionnaire – I create
project eu, and the part related to the use of creative
techniques was based on the Community Innovation
Survey. The questionnaire consists of three intercon-
nected structural units. The first part includes ques-
tions related to the basic characteristics of the sur-
veyedbusinessentitiessuchasthenumberofemploy-
ees, ownership, age, business results and work expe-
rience of the surveyed manager. In the second part,
the respondents were asked questions about creative
potential and ways of managing creativity, while the
third part deals with the competitive advantages of
the company. The part of the survey questionnaire
thatdealswithorganizationalcreativityisdividedinto
sub-sections.Theanswerstothequestionswithinthis
group are constructed in the form of a Likert scale
ranging from 1 to 5 with higher values suggesting a
higher degree of agreement with the proposed state-
ment. In the first subgroup, respondents were asked
questions about the individual creativity of employ-
eesofthe businessentity.In thiscontext,respondents
were asked questions related to personal character-
istics and characteristics of the work environment
that encourage individual creativity. In the second
subgroup,emphasiswasplacedontheroleofwork
teams in fostering creativity. Respondents were asked
to comment on issues such as how to communicate
within the team, procedures for making team deci-
sions, sharing ideas among team members, and team
size,thathavebeenidentifiedintheexistingliterature
as potential determinantsof creativity development.
Usingdataonbusinessentitiesinthissector,asur-
veyquestionnairewassentto491businessentities.The
subjects whose e-mail was unknown received their
questionnaires in writing. The target group was the
managers in this sector. The database formed in the
end included 126 enterprises,or 26 of business enti-
tiesinthesector,thathavebeenthesubjectofresearch.
In data processing, an econometric method of linear
regressionwithendogenoustreatmenteffectwasused,
which makes it possible to estimate the average effect
of a particular process such as creativity management
onadependentvariableofinteresttogetherwithother
linearregressionparameters.
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DanijelaMadžar etal. Differences intheImplications of Organizational Creativity
Table1 Descriptionof Variables
Category Label Title(Abbreviation) Description
Dependent
variable
y
1
Anindicatorof creativemanagement
success (creatmng)–dependentvariable
oftheselectionequation
Categorical variable( –thecompany succeedsin ap-
plyingthe methods for creativity encouragement dur-
ing the last three years before the research)
Independent
(control)
variables
x
1
Headquarters/location of theenterprise
(hq)
Categoricalvariable( –thecompany islocatedina
touristcentre)
x
2
Quality(qty) Categoricalvariable(incompetitivenessbuildingthe
companyvaluesthequalityoftheoffer)
x
3
Manager’swork experience(exp) Manager’syearsofwork experience
x
4
Thesizeoftheenterprise(sz) Numberofemployees
ThesizeoftheenterprisewasdeterminedbyEuro-
stat classification, according to which micro-business
subjectshavefewerthan10employees,smallbusiness
subjects between 10 and 49 employees, medium-big
business subjects have 50 to 249 employees, and big
business subjects more than250 employees.
Results
Consummation realized by the tourists is important
for supporting the business activity level for service
providers who operate outside the traditional tourist
domain.It was estimatedthat in 2016, the tourist sec-
torintotalwas2.7of gdp,whichisalmost10.4of
totalexportactivity in tourism.Itis veryimportantto
point out that tourism achieved this kind of partici-
pation in gdp within a very short period. This kind
of significant growth happened in the last five years,
which proves the development of tourism in Bosnia
and Herzegovina.
In the Federation of Bosnia and Herzegovina, we
differentiatetwolawsonwhichtheenterpriseclassifi-
cation is based, the Law on Accounting and Auditing
in the Federation of Bosnia and Herzegovina and the
SmallBusinessIncentiveLaw.Takingthisintoconsid-
eration, the definitions of an enterprise are provided
by law in Bosnia and Herzegovina, and they should
be accepted without introducing any changes. Legal
persons are being classified depending on the average
numberofemployees,overallannualrevenue,andthe
value of the property. All of this is determined on the
dayofassemblyoftheannualfinancialreport.Busi-
Table2 GeneralCharacteristicsoftheEnterprises
Characteristic Average Minimum Maximum
Profit level in
()
,. –,. ,.
The numberof
employeesin

  
Manager’s years
of work experi-
ence
  
ness subjects have to fulfil at least two out of three
given criteria. In this research, we used the average
numberofemployeesandtotalincome.
Table2containsaverage,minimumandmaximum
values on the answers from the questionnaire. As one
can see from the table, the average surveyed busi-
ness subjects belong to the small enterprise group
since the average number of employees is 23, which
showsusthatthesamplemainlyincludesmicro,small,
and medium-big enterprises.The vast majorityof the
world economy is made up of small and medium-big
companies, so the results are understandable. During
2016,therewasapositiveprofitlevelworth44,008Eu-
ros(€), eventhoughthesamplecontainedcompanies
thatoperatedwithaloss,aswellasthosewhoachieved
apositiveresultofmanagement.
Existing literature does not have a unique point of
viewabouttheimpactoftheenterprisesizeonitsprof-
itability.Accordingtoonepointofview,smallerenter-
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DanijelaMadžar etal. Differences intheImplicationsof Organizational Creativity
Table3 Results
Item Dep. variable comp comp
Treatmant Kreatmng .*** .***
Initialequation hq .** .**
qty –. –.
exp .** .**
sz –. –.
Selec.equation qty .** .**
sz .*** .***
Diagnostic Waldtest .*** .***
Numberofobs.  
ρ –.*** –.***
prisesaremoreflexibleandpronetorisk,andinaccor-
dancewiththattheyaremoreinnovativewhichallows
themhigherlevelsofcompetitivenessandhigherrates
of profitability (Schumpeter, 1934). According to an-
other point of view, smaller enterpriseslack resources
that are necessary for competing on the market be-
cause innovation is the key element of precedence,
therefore allowing bigger enterprises to be more suc-
cessfulandmorecompetitive(Schumpeter,1942).The
size of an enterprise can be connected to scales of
economy which enable lower costs and higher rates
of profitability. For the above reason, there is no ex-
pectedsignforthisvariable.
Twoindicatorswereusedtomeasurecompetitive-
ness(comp1andcomp2).Thefirstindicatorisdefined
as the level of profitability per employee. In its selec-
tion, the findings from the analysis of the theoreti-
calliteratureweretakenintoaccount,whichpointout
that profitability is the final indicator of competitive-
ness. In constructing the competitiveness indicators,
the fact that the absolute values of profitability can
have large deviations with regard to the size of the
company was taken into account, and the values of
profitabilitywerenormalizedbydividingthembythe
numberofemployeeswithinthecompany.Inaddition
tothisindicator,therelativeprofitabilityindicatorwas
used in the analysis, which was defined as the ratio of
the company’s profitability and the average profitabil-
ityinthesample.Inthisway,anotherimportantfea-
ture of competitiveness is taken into account, which
states that it is a relative concept.
Variable–thesizeofanenterpriseisdefinedasthe
number of employees. As previously stated, smaller
enterprises are characterized by flexibility, absence of
aversion to potential risk, and a desire for a market
breakthroughsoanaturallyhigherlevelofinnovation
andcreativityisexpected.Ontheotherhand,smaller
enterpriseslackresourcesnecessaryforinnovationde-
velopment as wellas a means for developing a reward
systemsothattheexpectedsingcannotbe defined.A
significant coefficient of this variable would validate
theresearchthesis.
By using the likelihood ratio test it is possible to
determine the existence of the stated correlation. The
thesis would represent the absence of the correlation
between the unexplainable parts of the two regres-
sions. It would presuppose that the correlation’s co-
efficient valuesρ = 0. The second test that could be
appliedis theWaldtestof variablesignificance.
Thesizeoftheenterprisecarriesapositivesignand
it is statistically significant. Ceteris paribus, the col-
lected finding can be interpreted as compatible with
the assumption about easier access to resources. Hu-
man, material, and financial resources are considered
to be necessary for creativity improvement. The the-
oreticalassumptionsaboutconductinginnovationac-
tivitieswithinbiggerenterprisescanalsobeconnected
to the obtained result. The obtained results suggest
that economies of scale offer higher resource alloca-
tionsinpromotingcreativity.
Variablesthatcontrolthestimulatingdeterminants
of creativity arestatisticallysignificantwith apositive
sign. The obtained results support existing researches
that emphasize cultural and educational importance
in managing creativity. Other than this, sharing ideas
andknowledgewithinthedepartmentandamongde-
partments within the organization and its surround-
ings brings success. Financial rewards and nonfinan-
cial stimulihavea positiveeffectaswell.
Theobtainedresultsprovidesupporttoexisting
research that emphasizes the importance of cultural,
educational and other diversity to encourage creativ-
ity.Sharingofideasandknowledgewithinthedepart-
ment, between departments within the organization
Academica Turistica, Year14,No. 2,December 2021 | 223

DanijelaMadžar etal. Differences intheImplications of Organizational Creativity
and between the organization and its environment
also contributes to the success of the creative process.
Incentives such as financial rewards or non-financial
incentives also have a positive effect on the success of
creativitymanagement.
Managerial experience has a positive impact on a
company’s competitive advantage. Experience is also
valuableinresolvingconflictswithintheorganization,
initiating processes such as managing creativity, im-
proving competitivenessin existing marketsandpen-
etratingnew ones.
The results show that bigger enterprises are more
successful due to having easier access to human, ma-
terial,andfinancialresources.Managingcreativityin-
creasesby0.04ifthereisoneemployeemore,which
provesthe hypothesisof the research.
It is important to highlight that there is a problem
forcreativitydevelopmentintheFederationofBosnia
andHerzegovinabecauseofthesocialandlegalframe
which provides inadequate context locally, regionally,
and globally.
Discussion
Enterprises within the sector of tourism have a great
impact on other enterprises within the service sector,
especially whenwe talkabout manufacturingcompa-
nies such as the food industry, construction, and fi-
nancialservices.Thetouristimageofacountry,along
with its political and economic stability, quality of
transport infrastructure, and technological develop-
ment,iscloselyconnectedtothesuccessofenterprises
within tourismandcatering.
The research in this paper was conducted on the
territoryoftheFederationofBosniaandHerzegovina,
so it was not done on the territory of the Republic of
SrpskaandtheBrčkoDistrict.Oneofthemainreasons
whythe researchislimited to theterritoryofthe Fed-
erationofBosniaandHerzegovinaistheinconsistency
of legislation and of the researched issues. Therefore,
it is a clear obstacle that organizations face, and that
iscertainlythehighriskofinvestingintheresearched
issues.
Accordingtotheexistingfindings,theservicesec-
torischaracterizedbyacloserelationshipbetweenser-
vice providers and recipients. In such conditions, hu-
manresourcesandskillsofemployeesaswellastheen-
tiresystemoforganizationalhumanresourcemanage-
mentaremoreimportantthantheresearchanddevel-
opmentprocessesinherentin,forexample,themanu-
facturing industry in which the emphasis is on meet-
ingtheneedsoftechnologicalbreakthrough.
The previous research also suggests that environ-
ments that allow for unconventional ways of con-
ducting activities, challenging authority, competition
among employees, and risk-taking are conducive to
unleashing creativity. The emergence of new ideas
often requires violations of existing norms and non-
compliance with the rules, as well as intellectual and
creative autonomy. Consequently, creativity manage-
mentcomesdowntofindingasolutiontotherequire-
ment to create such an environment in which there
isasufficientlevelofmotivationtodevelopemployee
creativitywhilemaintainingharmonywithintheorga-
nizationandensuringcompliancewithorganizational
rulesandregulations.
Creativityofabusinessentityisalsoaffectedbyits
competitive profile. In sectors characterized by stan-
dardized products and where the fundamental mode
of competition is price competition, companies are
motivated to develop innovations and their need for
creativity is of lower intensity. In sectors whose com-
petitiveness is based on quality, there is a continuing
need to differentiate from the competition, which in
turngeneratesdemandforcreativeideasandresearch
into new products and services.
The behaviour of enterprises in the sector of tour-
ismandhospitalityinBosniaandHerzegovinaisarel-
atively unexplored phenomenon. The results of this
research are significant since there are no relevant re-
searchesonmanagingcreativityin thetourismsector.
The key theoretical contributions of this research
are:
•
The results have shown that bigger enterprises
havea greaterpossibility for success which is ex-
plained by having easier access to human, mate-
rial, and financial resources. If the employment
rateis increasedby one unit only it enhancesthe
likelihood ofmanagingcreativityby 0.04.
•
Itis crucial fororganizationalcreativity to assign
224 | Academica Turistica, Year 14,No. 2,December 2021

DanijelaMadžar etal. Differences intheImplicationsof Organizational Creativity
compatible tasks to creative workers, organize
training to increase creativity and use organiza-
tionalfactorsthathaveaneffectoncreativework.
For companies striving to achieve a competitive
advantage, it is important to develop a strategy
with a focus on the development of intangible
assets, sharing knowledge within all organiza-
tional units of the company, continuity of work
and service quality certificates, and creative or-
ganizationalculturethathasapositiveimpacton
service quality andproduct/serviceinnovation.
•
Nomatterthesize,allenterprisesintourismhave
to continuously develop and expand their offers,
whichshouldincludenotonlypremiumaccom-
modation services, but also top-notch quality at
all levels of catering, tourism, and professional
staff.
•
It is important to keep track of trends and stan-
dards of service quality. Facilities and services
shouldbeconstantlyupgraded.Traditionandex-
perience are important, but destination promo-
tion and constant facility and service improve-
mentarea keytosuccess aswell.
•
Managers should understand that by suppress-
ing unique and different approaches they actu-
ally destroy the ability for the system to adjust in
the process of managingcreativity. The ability to
accept changesis developed by encouraging em-
ployees to try different approaches. Due to orga-
nizations and society being so complex, and in-
tertwined with conflicting interests, characteris-
tics,andproblems,diversityshouldbethekeyto
innovation.
Today’scompanies,andintheconductedresearch,
companiesin tourism, have a completely new dimen-
sion of business and social responsibility. The time
to come will certainly expand the creative range of
knowledgenecessaryfortheuseofavailableresources
in modern market conditions, and certainly create a
better perception of the development of companies in
tourism.
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