205 10 3494 https://omeka.ibu.edu.ba/files/original/c8d6caeb6db5d2be417bde1f04f6062b.pdf 27ce9e2e138625a278a7ccc366bb3772 PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Strategies for Curbing Unemployment in Bosnia and Herzegovina: Lessons from Ireland and Netherlands Azra Bičo International University of Sarajevo, Sarajevo, Bosnia and Herzegovina azrabico@hotmail.com Narela Bajram International University of Sarajevo, Sarajevo, Bosnia and Herzegovina narela7@yahoo.com Over the past three decades European countries have been coping with problems of high unemployment, and they need rigid labor market improvements. Countries tried to find strategies to decrease unemployment by using different methods, such as wage moderation, income tax cuts, tightening of unemployment benefits, reduction in barriers to part time work, and education programs. This paper examines methods which have been proven to be successful in Ireland and Netherlands. By looking at its implications it tries to give strategic solutions to countries as Bosnia and Herzegovina, since it is coping with the same problem. This paper analyzes problems of unemployment with special focus on the youth unemployment in Bosnia and Herzegovina. Keywords: Strategy, Curbing, Unemployment, Ireland, Netherland, Bosnia and Herzegovina 50 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1500 Title A name given to the resource Strategies for Curbing Unemployment in Bosnia and Herzegovina: Lessons from Ireland and Netherlands Author Author BIČO, Azra BAJRAM, Narela Abstract A summary of the resource. Over the past three decades European countries have been coping with problems of high unemployment, and they need rigid labor market improvements. Countries tried to find strategies to decrease unemployment by using different methods, such as wage moderation, income tax cuts, tightening of unemployment benefits, reduction in barriers to part time work, and education programs. This paper examines methods which have been proven to be successful in Ireland and Netherlands. By looking at its implications it tries to give strategic solutions to countries as Bosnia and Herzegovina, since it is coping with the same problem. This paper analyzes problems of unemployment with special focus on the youth unemployment in Bosnia and Herzegovina. Keywords: Strategy, Curbing, Unemployment, Ireland, Netherland, Bosnia and Herzegovina Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-4564 https://omeka.ibu.edu.ba/files/original/75693e49329e662bf4fa83e1e381ed74.pdf 46c0786a4a71556e3b6920b5dee974f0 PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Key drivers for customer engagement on Facebook brand fan pages in Bosnia and Herzegovina Merima Bejtagic-Makic International Burch University, Sarajevo, Bosnia and Herzegovina merima.bejtagic@hotmail.com Facebook brand pages is a popular marketing tool and currently it is being integrated as one of the main components in the brand's marketing strategy and campaign to reach out to customers and fans. In order to have a successful social media marketing campaign, it is important to understand the behavior of customers on the brand pages and what motivates them to engage on a Facebook Brand Page which eventually should lead to purchase of the brand's products or services. It is recognized that members of Facebook Brand Pages tend to exhibit favorable brandrelated engagement and buying intentions. The purpose of this research is to examine the motivation that influences customer engagement on a Facebook brand page. The Motivations are classified according to entertainement, information, social integration, social identity, renumeration and empowerment motivations according to the User and Gratification theory. Afterwards, the relationship between user's attitudes is examined towards customer engagement on the Facebook brand pages. Customer engagement types are classified according to their level of engagement from the lowest level consumers, contributors and creators being the highest level of online brand activeness. Finally, the research will analyze how customer engagement influences buyers purchase intention of the brand's products or services. The Technology Acceptane Model (TAM) and User and gratification (U&G) model were combined in order to develop the model for this reseach. An online survey was prepared which was distributed to Facebook users online and a total of 750 surveys were collected of which 538 stated that they follow Facebook Brand pages and were therefore considered for the investigation. The relationship between the motivations, attitude, and customer engagement and buyers intention will be tested with regression analysis to test the model. Keywords: Motivation, U&G, Customer Engagement, Buying Intention, Facebook Brand Page, Attitude, Social Media Marketing. 200 � https://omeka.ibu.edu.ba/files/original/c28161d9aadc97b380b6cf07357e13e1.docx 07856006717de8d99122049a56011140 https://omeka.ibu.edu.ba/files/original/a4d5243a00470001c3310c16978df2e8.pdf 04d27f79cd25409aa89160fc529a4408 PDF Text Text International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Key Motivational Drivers for Customer Engagement on Facebook Brand Fan Pages in Bosnia & Herzegovina Merima Bejtagic-Makic International Burch University, Sarajevo, Bosnia and Herzegovina merima.bejtagic@hotmail.com Teoman Duman International Burch University, Sarajevo, Bosnia and Herzegovina tduman@ibu.edu.ba Abstract Facebook brand pages have become a popular social media marketing tool. Currently, they are being integrated as one of the main components in any brand's marketing strategy and campaign to reach out to customers. In order to have a successful Facebook marketing campaign, it is important to understand the behavior of customers on the brand pages and what motivates them to engage on a Facebook Brand Page, which eventually should lead to purchase of the brand's products or services. The purpose of this research was to examine the motivation factors that influence customer engagement on a Facebook brand page. The motivations were classified into entertainment, information, social integration, social identity, remuneration and empowerment motivations according to the User and Gratification theories. An online survey was prepared which was distributed to Facebook users online and a total of 750 surveys were collected of which 538 use Facebook Brand pages and were considered for the survey. The relationship between the motivations, customer engagement and buyers intention were tested with regression analysis to test the model. Keywords: Motivation, Customer Engagement, Buying Intention, Facebook Brand Page Introduction 1 Facebook Brand Fan pages Social Networking Sites (SNS) is currently a big boom in online business especially for marketing purposes. Social networking sites such as Facebook, Twitter and Linkedin are growing at a rapid pace and now connect millions of people who build relationships online. In addition to that, SNSs not only changed the way people interact but also the way customers interact with companies and brands. According to Wesson (2010), businesses through social networking sites are predicted to be the next large and disruptive phenomenon in business in terms of redefining the customer relationships. Although, there are many popular social networking sites, currently Facebook is the most widely used with over one billion monthly active users as of October 2012 and 552 million daily active users on average in June, 2012. According to (Socialbaker.com, 2013) social networking statistics, as of April 2013, B&H has 1,438,340Facebook users and grew by 1 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo more than 142,340 in the last 6 months. Facebook penetration in Bosnia and Herzegovina is 31.34% compared to the country's population and 73.56% in relation to number of Internet users. The largest age group is currently 18 - 24 with total of 453,600 users, followed by the users in the age of 25 - 34. There are 55% male users and 45% female users in Bosnia and Herzegovina. According to alexa.com (2013), Facebook is the second most used website after Google in the world, however it is the first most used website in B&H. The remaining websites on the top 20 list have Facebook plugins or functions embedded in their sites. Facebook offers space for marketing managers to promote their brands through creating a page for a certain brand. This allows the companies to showcase their most important news on their page timeline, show their new products, post videos, images and audios related to the brand. In this way, they are able to influence fans' choices, rapidly distribute knowledge and perceptions regarding new products. The customer audience present on Facebook is powerful and more in control, they have shifted from being from passive to active users, since they are now able to share their experiences, ideas and opinions about the brands and companies in real time. Offline marketing such as print media and TV has decreased in effectiveness and business is increasingly turning into online advertising. Marketing professionals are beginning to use the opportunities that the Facebook is offering and therefore integrating it as one of the main components in their marketing strategy and campaigns to reach out to customers and fans. As a result of these social and technological changes, companies are increasingly seeking consumer engagement and participation with their brands and eventually transform them into actual buyers. 2 Purposes of the Research and Research Questions The current research has 4 main purposes for this paper given below: 1. Investigate the experience of the Bosnians with Facebook use. 2. Determine in what ways and levels do the Bosnian Facebook Brand fans engage in Facebook Brand Page. 3. Identify the main motivation factors that influence a Bosnian Fan to engage in a Facebook Brand Page. 4. Explore the relationship between customer engagement on a Facebook Brand Page and the purchase intention of the products and services of the brand. Literature Review 1 Motivation for Engagement on Facebook Brand Page using Uses and Gratifications Theory To understand the motives/ drivers behind customer engagement on a Facebook brand page, this research will be partially built upon the well-established Uses and Gratifications (U&G) model, originally developed and employed by communications researchers to understand people’s motivations for using different media (McQuail, 1987). Similar studies that have used U&G to understand user's motivations behind their use. Dholakia et al. (2004) studied motivations for virtual community participation and Muntinga, D. et al. (2011) studied motivations for web 2.0 technologies. The most cited and widely recognized U&G categorization is that of McQuail et al. (1983), who distinguish four gratification categories: entertainment, integration and social interaction, personal identity and information. Recent studies have discovered that in 2 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo addition to the common motivators for traditional media usage, remuneration and empowerment emerged as unique motivators specific to SNSs (McQuail, 2005). 1. Entertainment: The entertainment motivation are related to escaping or being diverted from problems or routine; emotional release or relief; relaxing; cultural or aesthetic enjoyment; passing time; and sexual arousal (Muntinga, D. et al, 2011). Entertainment has been mentioned by many social media U&G researchers as an overall motivation. 2. Integration and social interaction: The integration and social interaction motivation have more to do with other people who are also members of the community (Muntinga, D. et al, 2011). Social integration is concerned with identifying with others and gaining a sense of belonging; connecting with friends, family and society; seeking emotional supports (McQuai, 1983, pp. 82–3). 3. Personal identity: The personal identity motivation is related to the self and addresses an individual's identity management. This includes gaining insight into one’s self; reinforcing personal values; self-expressions and identifying with and gaining recognition from friends (Muntinga, D. et al, 2011). 4. Information: Information motive is one where the user gets and shares information in the virtual community. According to McQuail (1983), it is finding out about relevant events and conditions in immediate surroundings, society and the world; seeking advice on practical matters or opinion and decision choices; satisfying curiosity and general interest; learning, self-education; gaining a sense of security through knowledge. 5. Remuneration: Remuneration as a motivation involves people engaging in social media use because they expect to gain some kind of future reward – be it economic incentives (e.g. coupons and promotions and job-related benefits (Muntinga, D. et al, 2011). 6. Empowerment: The final motivator distinct for social media is “empowerment” The empowerment motivation refers to people using social media to exert their influence or power on other people or companies (Muntinga, D. et al, 2011). 2 Customer Engagements Nowadays most SNS users do not just passively consume data that are served to them; instead they actively demand their preferred contents and interact, express, share and generate their own content about anything, including brands products and services leading to customer engagement. Mollen & Wilson (2009, p.923) define online customer engagement as “the cognitive and affective commitment to an active relationship with the brand as personified by website or other computer-mediated entities designed to communicate brand value. “ For the purpose of this research, (Muntinga, D. et al, 2011) Consumer Online Brand Related Activities (COBRA) typology will be used to facilitate identifying customer engagement motivations. Below, the three types will be discussed in relation to Facebook brand page community. 1. The consuming COBRA type represents the lowest level of a consumers' online brand-related activeness. In context of Facebook brand page, the user is still not even a follower of the brand fan page but only consumes posts of the page on their newsfeed through other connections, views brand-related video, listens to brandrelated audio, watched the brand related pictures that maybe their friends posted, reads comments and reviews of others in the group. 3 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo 2. The contributing COBRA type is the middle level of online brand-related activeness. In this case, the Facebook users becomes a fan of the brand page by „Liking“it. He/ she will post comments on the videos, images, audios or blogs posted by the company or other users; rating the products or posting experiences about the company and their products; post question related to the company topic or the fan page topic in general. 3. The creating COBRA type represents the highest level of online brand related activeness. In this case, Facebook brand fans, actively produce and publish brandrelated content that others consume and contribute to, it is known as User-generated Content (UGC). 3 Purchase Intention To complete the model, this research also explores the outcomes of the customer engagement in terms of their purchase intentions. Based on the research of Pöyry et al.(2013), this study also explores purchase intention for the same reasons because simply understanding motivations that effect customer engagement is not enough for the success of the brands and marketing practitioners are interested in the economic value of their marketing initiatives. it appears that engaging to the Facebook brand page may imply of the member’s affective commitment and loyalty to the brand. Such emotional ties have been found to have a positive effect on the intentions to purchase and use the hostcompany’s products (Bagozzi & Dholakia 2006). Methodology 1 Survey Design The survey was originally written in English language but as the target group of respondents was local citizens, the survey was translated into Bosnian language by the researcher which was then edited by an official translator. The survey developed for this research consisted of three sections. The first section of the survey was general experience questions about internet and Facebook use. The second and longest section of the survey has 3 main parts: 1. motivation, 2. engagement and 3.purchase intention. The respondents were able to evaluate statements using the “Likert Scale” from 1-5 where 1 represents (strongly disagree) and 5 represents (strongly agree) while 3 represent (neutral) for those who didn’t have any opinion about this. The third section of the survey contained demographic questions related to the respondents. In this part, age, nationality, employment, education level and monthly expenses level were identified about the respondents. 2 Sampling and Data Collection 3 The survey was conducted over a 2 week period on the Social Networking Site: Facebook. The researcher created a group dedicated for this survey explaining the objectives of the survey and welcoming everyone to answer the survey. A hyperlink to the survey was posted which was accompanied by a letter explaining the purpose of the survey. The users were asked to click on a hyperlink which immediately led to the online questionnaire which was developed in Google docs. A hyperlink to the survey was also sent by private message to all the fan pages in the top industry. Most of the pages refused such action as it is not part of their strategy, surprisingly some agreed and shared the survey on their pages 4 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo to all their fans. This might be the reason why most of the respondents chose the news/media and clothes/jewelry industries. This is the reason that the sampling technique used is snowball sampling in which an initial group of respondents is selected randomly. Research Results 1 Demographic analysis Table 4.1 presents demographic analysis of respondents. As shown in the table, the gender distribution of the respondents was biased towards female population representing (75.1%) while (23.6%) only represented the male population. The dominant age range of the respondents was between the 22- 26 years old (42.4%). In terms of level of education, more than half of the respondents (55%) had a bachelors’ degree. Concerning the employment of the respondents, it was revealed that most of the respondents (37% were still students) and (29.6%) are full time employees. Finally, regarding the monthly expenses of the respondents, approximately 40% stated that their monthly expenses range between 300-599 Bosnian Mark per month. Table: 4.1 Demographic Characteristics of the Respondents (N=538) Variable N % Gender Male Female Missing Total 127 404 7 538 23.6 75.1 1.3 100 Nationality Bosnia Other Missing Total 484 48 6 538 90 8.9 1.1 100 Education Elementary High school Bachelor Master PHD Missing Total 2 107 296 124 4 5 538 0.4 19.9 55 23 0.7 0.9 100 Variable Age 18-22 22-26 26-30 30-100 Missing Total Employment Fulltime Partime Not working Student Missing Total Montlhy expenses Less than 299 300-599 KM 600-899 KM 900-1199 Above 1200 KM Missing Total N % 127 228 91 61 31 538 23.6 42.4 16.9 11.3 5.8 100.0 159 55 119 200 5 538 29.6 10.2 22.1 37.2 0.9 100 149 166 85 55 63 20 538 27.7 30.9 15.8 10.2 11.7 3.7 100 2 Facebook Use Experience analysis Table 4.2represents findings of the experiences of respondents regarding internet and Facebook use. Approximately (46%) of the respondents stated that they use internet in the range of 1 to 3 hours per day while (76.3%) stated that they use Facebook for the same number of hours. Approximately (29%) of the respondents stated they use internet for education purposes and (28%) stated that they use internet for entertainment. Regarding the purpose for Facebook use, (26%) of the respondents in the sample stated that they use Facebook for Information purposes and for keeping in touch with family and friends. Most 5 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo of the respondents check their Facebook everday (86.8%), and more than half (52.2%) check their Facebook account less than five times a day. More than half of the respondents (53.5%) have their Facebook account before year 2008. Table: 4.2 Facebook Use Experience of the respondents(N=538) Variables Internet use per day 1 - 3 hours a day 4-6 hours a day N % Variables N % 410 97 76.3 18.1 248 211 46.1 39.3 Facebook use per day 1-3 hours per day 4-6 hours per day 79 14.7 more than 7 hours per day 31 5.8 Total 538 Internet Use mostly for 100 Total Facebook used mostly for 538 100 Work 85 15.8 Socialization 91 16.9 Education 155 28.8 Keeping in touch with friends and family 140 26.0 Entertainment 150 27.9 be updated with new information 140 26.0 Shopping Socialization Other Total 27 113 8 538 5.0 21.0 1.5 100 Following brands 33 6.1 Entertainment 38 7.1 Expressing oneself 16 3.0 Relaxing 70 13.0 Other 10 1.9 Total 538 100 Number of times respondents check their facebook per day less than 5 times 281 52.2 (6-10 times) 153 28.4 (11-15 times) 44 8.2 (16-20 times 20 3.7 21 and more 40 7.4 Total 538 100 Follow Brands on Facebook More than 7 hours a day Year of Facebook membership Before 2008 2009-2010 After 2011 Total 288 208 42 538 53.5 38.6 7.8 100 Check Facebook on weekly basis one day- six days a week everday 54 9.9 Yes 538 71.7 467 86.8 No 212 28.3 every day except for weekends 17 3.2 Total 750 100 Total 538 100 3 Mean Values Mean values used in this analysis shows respondents’ perception on importance of five searched economic sectors and their performance. According to Table 4.3 (below), where minimum value is 1 and maximum value is 5, in terms of Motivation Factors, 16 item scale was prepared based on the User and gratification theory based on 6 motivating factors respondents viewed Information as the most important with mean value of (3.89), Second 6 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo most important sector according to respondents is Remuneration with mean value of (3,56) followed by Entertainment (3,19), and Empowerment (2.85). Social Interactivity and personal identity arevalued as less important with mean value of (2.70) and (2.46) respectively. The mean for purchase intention is (2.88). Regarding the level of engagement, Respondents were asked to rate the items according to the frequency, (1) representing Never and (5) representing Always. The findings show the engagement level of Bosnians on Facebook scored mostly on the lowest level of engagement „Consumer“ followed by the second level „Contributor“ and the least scores received the highest level of engagement“ the creator“ type. Table 4.3 Descriptive for Motivation Factors, Customer Engagement and Purchase Intentions Motivation Factors N Min. Max. Mean Std. Dev. Information 515 1 5 3.89 .85 Renumeration 510 1 5 3.56 .91 Entertainment 515 1 5 3.19 .95 Empowerment Social integration and interactivity 505 507 1 1 5 5 2.85 2.70 1.02 .98 Personal Identity 507 1 5 2.46 1.00 Consumer COBRA type Contributor COBRA type 518 509 1 1 5 5 3.2 2.5 0.93 0.935 Creator COBRA type 508 1 5 1.9 0.9 Purchase Intention 521 1 5 2.88 1.00 Customer Engagement Types 4 Regression analysis In order to examine the relationships between the factors in the research model scale indexes were composed based on the general arithmetic means of scales items. A significant relationship is shown between the independent variable and dependent variable at less than α 0.5. The standardized beta values presented in the tables show the relative importance of the independent variables with depended variables. It is observed that the strongest relationships in variable which are affecting customer engagement are respectively personal identity (t=5.94), empowerment (t=4.33), entertainment (t=3.49), information (t=3.39), social integration and interactivity shows that there is no significant relationship for customer engagement (t=2.75). Finally, the relationship between customer engagement and purchase intention was examined. According to the results proved that customer engagement is significant factor which affects purchase intention of consumers with (.000 p-value. T=12.371). Park et al (2007) also found in their study that this relationship is positively related. 7 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Table 4.4 Multiple Regression Analysis related to customer engagement towards motivating factors Model Unstandardized Coefficients B 1 2 Standardize d Coefficients Std. Error .132 .033 .031 1.349 Sig. Beta (Constant) .335 Entertainment .115 Social .084 Integration &Interactivity Personal Identity .196 .033 Information .137 .040 Remuneration .037 .043 Empowerment .158 .036 Dependentvariable: Customer Engagement (Constant) t Tolera nce VIF .142 .107 2.537 3.489 2.746 .011 .001* .006* .677 .734 1.477 1.362 .256 .152 .043 .209 5.936 3.388 .864 4.334 .000* .001* .388 .000* .602 .557 .445 .482 1.662 1.795 2.250 2.073 .130 Customer .604 .049 engagement Dependent variable: Purchase Intention Collinearity Statistics .479 10.39 2 12.37 1 .000 .000 1.000 1.000 Discussion and Conclusion The purpose of this research was to determine which motivation factors mostly affect customer engagement on a Facebook Brand page and to explore the relationship between customer engagement on a Facebook Brand Page and their purchase intention of the products and services of the brand. The relationship between the motivation factors towards customer engagement was analyzed using multiple regression analysis. It was observed that 5 out of the 6 factors were confirmed to have a significant relationship. As observed, remuneration factor was highly important when descriptive analysis was performed however proved to have no significance on customer engagement when performed multiple regression analysis. This may due to the fact that people did not see these types of remuneration benefits in their fan pages but would like to see them more as they are influential to their engagement level. Although, this research has provided some useful implication, it also has several limitations that lead to suggestions for future research. Firstly, the implications are from a single study with samples in only in B&H; the results should not be generalized and may not apply to other countries and cultures. Second, this study employed a quantitative statistics research model and collected data by means of an online questionnaire; future studies should incorporate qualitative methods such as in-depth interview, focus group, or on-line participant observation which could help provide more in-depth analysis of motivations that lead to customer engagement. References Alexa - Top Sites in Bosnia and Herzegovina. 2013. Alexa - Top Sites in Bosnia and Herzegovina. Alexa.com [RETRIEVED] 21 March 2013 [from]:http://www.alexa.com/topsites/countries;1/BA. 8 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Bagozzi, R. P & Dholakia U. M., (2006), “Antecedents and Purchase Consequences of Customer Participation in Small Group Brand Communities,” International Journal of Research in Marketing, 23, 1, 45–61. Bosnia and Herzegovina Facebook Statistics by Countries - Socialbakers. 2013. Bosnia, SocialBakers.com [RETRIEVED] 21 March 2013 [from] http://www.socialbakers.com/facebook-statistics/bosnia-and-herzegovina. Dholakia, U. M., & Bagozzi, R. P. (2004). Motivational antecedents, constituents and consequents of virtual community identity. In S. Godar, & S. Pixie-Ferris (Eds.), Virtual and collaborative teams: Process, technologies, and practice (pp. 252– 267). London7 IDEA Group. McQuail, D. (1987). Mass communication theory: An introduction. (2nd ed.), London7 SAGE. McQuail, D. (1987). McQuail’s Mass communication theory. (5th ed.), London SAGE. Mollen A, Wilson H. (2010). Engagement, telepresence and interactivity in online consumer experience: reconciling scholastic and managerial perspectives. Journal of Business Research; 63:919–25. Muntinga, D. Moorman, M. & Smit E,(2011). Introducing COBRAs: Exploring motivations for brand-related social media use. International Journal of Advertising, 30(1), pp. 13–46 Park, N., Kee, K., & Valenzuela, S. (2009). Being immersed in social networking environment: Facebook groups, uses and gratifications, and social outcomes. Cyber Psychology & Behavior, 12 (6), 729-733 Pöyry, E., et al. (2013) Can we get from liking to buying? Behavioral differences in hedonic and utilitarian Facebook usage. Electronic Commerce Research and Applications Wesson. Social Commerce – The Case for Redesigning the Shopping Experience! David Wesson’s Digital Culture – Blog, [RETRIEVED] 30 April 2013 [from] http://davidwesson.typepad.com/david_wessons_digital_cul/2010/11/socia l-commerce-strategythe-case-for-redesigning-the-shopping-experience-.html 9 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1623 Title A name given to the resource Key drivers for customer engagement on Facebook brand fan pages in Bosnia and Herzegovina Author Author BEJTAGIĆ-MAKIĆ, Merima Abstract A summary of the resource. Facebook brand pages is a popular marketing tool and currently it is being integrated as one of the main components in the brand's marketing strategy and campaign to reach out to customers and fans. In order to have a successful social media marketing campaign, it is important to understand the behavior of customers on the brand pages and what motivates them to engage on a Facebook Brand Page which eventually should lead to purchase of the brand's products or services. It is recognized that members of Facebook Brand Pages tend to exhibit favorable brandrelated engagement and buying intentions. The purpose of this research is to examine the motivation that influences customer engagement on a Facebook brand page. The Motivations are classified according to entertainement, information, social integration, social identity, renumeration and empowerment motivations according to the User and Gratification theory. Afterwards, the relationship between user's attitudes is examined towards customer engagement on the Facebook brand pages. Customer engagement types are classified according to their level of engagement from the lowest level consumers, contributors and creators being the highest level of online brand activeness. Finally, the research will analyze how customer engagement influences buyers purchase intention of the brand's products or services. The Technology Acceptane Model (TAM) and User and gratification (U&G) model were combined in order to develop the model for this reseach. An online survey was prepared which was distributed to Facebook users online and a total of 750 surveys were collected of which 538 stated that they follow Facebook Brand pages and were therefore considered for the investigation. The relationship between the motivations, attitude, and customer engagement and buyers intention will be tested with regression analysis to test the model. Keywords: Motivation, U&G, Customer Engagement, Buying Intention, Facebook Brand Page, Attitude, Social Media Marketing. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 978-9958-834-23-3 https://omeka.ibu.edu.ba/files/original/c13cc4bbb0367ec94fdbcc07bf4bf904.pdf dc0d9eb1e30479e662289752dea6e065 PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Knowledge Management Processes in Thermal Hotels: An Application in Afyonkarahisar Province, Turkey Ahmet Baytok Afyon Kocatepe University, Afyon, Turkey ahmetbaytok@aku.edu.tr Hasan Hüseyin Soybalı Afyon Kocatepe University, Afyon, Turkey hsoybali@aku.edu.tr Özcan Zorlu Afyon Kocatepe University, Afyon, Turkey ozcanzorlu@aku.edu.tr As a result of globalization and intensive competition, knowledge and knowledge management has become the main factor that determine the market value of the enterprises or organizations. With its increasing importance knowledge has become an important component in creating competitive advantage and business capital has begun to be distinguished as physical capital and intellectual capital. As a basic resource of intellectual capital, organizations have to effectively and systematically manage this knowledge in order to survive and create sustainable competitive advantage in long term. In simple terms, knowledge management refers to creation, adaptation, dissemination and usage of required knowledge within organization and among organisations through a well-planned process. Hence, knowledge management express a certain process and this process consists of certain steps such as acquiring, creating, documenting, disseminating, sharing and use of knowledge. Especially in 1990s, with the increasing attention to knowledge management (processes), it has become one of the most debated management concepts and numerous studies conducted in the scope of this emerging concept. Contrary to its popularity in business management literature, it’s seen that number of studies on knowledge management (processes) in hospitality industry is very limited. Thus, knowledge management is a relatively new concept for hospitality management literature and much more detailed studies need to be conducted in order 13 �International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo to understand the knowledge management and knowledge management processes in hospitality industry. In this context, this study aims to draw attention to knowledge management in hotels by evaluating knowledge management processes in thermal hotels. Within the scope of research the knowledge management processes applied in thermal hotels has been determined through conducting questionnaire surveys. Percentage and frequency tables are used to present participants’ demographic characteristics and learn participants’ views about knowledge management processes. Finally, discriminant analysis determines differences between participants’ views based on their demographic characteristics. Keywords: Knowledge, Management, Thermal Hotel, Afyonkarahisar, Turkey 14 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1461 Title A name given to the resource Knowledge Management Processes in Thermal Hotels: An Application in Afyonkarahisar Province, Turkey Author Author BAYTOK, Ahmet SOYBALI, Hasan Hüseyin ZORLU, Özcan Abstract A summary of the resource. As a result of globalization and intensive competition, knowledge and knowledge management has become the main factor that determine the market value of the enterprises or organizations. With its increasing importance knowledge has become an important component in creating competitive advantage and business capital has begun to be distinguished as physical capital and intellectual capital. As a basic resource of intellectual capital, organizations have to effectively and systematically manage this knowledge in order to survive and create sustainable competitive advantage in long term. In simple terms, knowledge management refers to creation, adaptation, dissemination and usage of required knowledge within organization and among organisations through a well-planned process. Hence, knowledge management express a certain process and this process consists of certain steps such as acquiring, creating, documenting, disseminating, sharing and use of knowledge. Especially in 1990s, with the increasing attention to knowledge management (processes), it has become one of the most debated management concepts and numerous studies conducted in the scope of this emerging concept. Contrary to its popularity in business management literature, it’s seen that number of studies on knowledge management (processes) in hospitality industry is very limited. Thus, knowledge management is a relatively new concept for hospitality management literature and much more detailed studies need to be conducted in order to understand the knowledge management and knowledge management processes in hospitality industry. In this context, this study aims to draw attention to knowledge management in hotels by evaluating knowledge management processes in thermal hotels. Within the scope of research the knowledge management processes applied in thermal hotels has been determined through conducting questionnaire surveys. Percentage and frequency tables are used to present participants’ demographic characteristics and learn participants’ views about knowledge management processes. Finally, discriminant analysis determines differences between participants’ views based on their demographic characteristics. Keywords: Knowledge, Management, Thermal Hotel, Afyonkarahisar, Turkey Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-4564 https://omeka.ibu.edu.ba/files/original/ec302add4cba457154ef4c3106824a73.pdf 4d1f5a815ba73aa25528d7e8402fd74e PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Destination Marketing Organizations’ Social Medıa Usage: A Resarch on Balkan Countries Murat Bayram Pamukkale University, Denizli, Turkey mbayram@pau.edu.tr Semih Arıcı Yalova University, Yalova, Turkey semiharici@yalova.edu.tr Social media has fundamentally reshaped the way tourism related information is distributed and the way people plan for and consume travel. Since social media sites, such as Facebook, Twitter and TripAdvisor began allowing businesses to create profiles and become active members, businesses have started incorporating these strategies into their marketing efforts. For Destination Marketing Organizations (DMOs) have used these sites to promote special offers, for customer service and strengthen their existing brands; however, little is known about how DMOs are taking advantage of the social media marketing popularity. The aim of this study is to explore the usage of social media among the DMOs of Balkan countries through a content analysis of Balkan countries’ official web site profiles. Also this study examines how social media is being used by the DMOs to enhance their brands and to reach potential visitors. This study confirms the growing importance of social media in the online tourism domain and mostly DMOs use only Facebook and Twitter as a social media tools. Solely having a profile will not in itself increase awareness. DMOs should use more social networking sites to communicate with their consumers and give them the ability to broadcast opinions about services. Keywords: Social Media Marketing, DMOs, Balkans. 212 � https://omeka.ibu.edu.ba/files/original/7a45d640a158e0fab9b1168bcb80563e.docx 3895fbc63a7ccbf183b7174f1feb2c77 https://omeka.ibu.edu.ba/files/original/d34bc3fcd5dd0e967143746a7816df21.pdf 8587124f58dcd5c46a572091b202a88e PDF Text Text International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo Destination Marketing Organizations’ Social Media Usage: A Research on Balkan Countries Murat Bayram Pamukkale University, Denizli, Turkey mbayram@pau.edu.tr SemihArıcı Yalova University, Yalova, Turkey semiharici@yalova.edu.tr Abstract Social media has fundamentally reshaped the way tourism related information is distributed and the way people plan for and consume travel. Since social media sites, such as Facebook, Twitter and Trip Advisor began allowing businesses to create profiles and become active members, businesses have started incorporating these strategies into their marketing efforts. For Destination Marketing Organizations (DMOs) have used these sites to promote special offers, for customer service and strengthen their existing brands; however, little is known about how DMOs are taking advantage of the social media marketing popularity. The aim of this study is to explore the usage of social media among the DMOs of Balkan countries through a content analysis of Balkan countries’ official web site profiles,. Also this study examines how social media is being used by the DMOs to enhance their brands and to reach potential visitf1ors. This study confirms the growing importance of social media in the online tourism domain and mostly DMOs use only Facebook and Twitter as a social media tools. Solely having a profile will not in itself increase awareness. DMOs should use more social networking sites to communicate with their consumers and give them the ability to broadcast opinions about services. Key words: Social Media Marketing, DMOs, Balkans Introduction Social media has reshaped the way tourism related information is distributed and the way people plan for and consume travel (Buhalis& Law, 2008). Social Media is a group of Internet-based applications that build on the ideological and technological foundations of Web 2.0, and that allow the creation and exchange of User Generated Content (Kaplan and Haenlein, 2010). Social media exist in a variety of forms and serve numerous purposes. This includes a variety of applications in the technical sense which allow consumers to ‘‘post’’, ‘‘tag’’, ‘‘digg’’, or ‘‘blog’’, and so forth, on the Internet (Xiang and Gretzel, 2010). Social media are changing the way society consumes and contributes to the creation of information. Technology now allows individuals to easily contribute their thoughts, opinions and creations to the Internet (Hays, Page and Buhalis, 2012) Social media is one of the fastest growing segments on the web, and it includes social sharing of opinions through blogs and micro blogs (i.e. Blogger and Twitter), social photo and video sharing (i.e. Flickr and YouTube), social sharing of knowledge (i.e. Wikipedia), social bookmarking (i.e. Delicious) and many other forms of user-generated content. These 1 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo social media tools allow users to search, organize, share, annotate and contribute to contents in a collaborative way. It is of vital importance that tourism organization managers and destination policy makers understand the antecedents of the tourists’ use and adoption of social media before, during and after their trips due to the impact of these collaborative behaviors on tourists’ decisions about the choice of all the elements of the trip (destination, accommodation, activities, restaurants) (Parra-López et al., 2011). Social media websites, facilitate consumer-generated content, and are widely used by online travellers’ (Gretzel, 2006). According to Forrester (2009), 86 percent of marketers surveyed believed social media was the most popular emerging channel and would increase more than any other marketing tool over the next three years. Further supporting that claim, the research company predicts that social media will generate $935 million in 2010, and by 2014, that number will soar to over $3.1 billion.Recommendations from personal acquaintances or opinions posted by consumers online are the most trusted forms of advertising, according to the latest Nielsen Global Online Consumer Survey of over 25,000 Internet consumers from 50 countries. Ninety percent of consumers surveyed noted that they trust recommendations from people they know, while 70 percent trusted consumer opinions posted online (Nielsen, 2009). Social media is becoming the primary medium by which travel information is shared (Xiang and Gretzel, 2010). Hence travellers engage in social media to satisfy any number of needs – from functional, social, hedonic, to psychological – it stands to reason that DMOs must be prepared to engage travellers (Parra-Lopez et al., 2011). Common social media applications include Facebook, Twitter, Flickr, Pinterest, and Youtube. There are key social media networks that DMO need to consider as they could help DMO Successfully market their business online and distinguish them from their competitors. Some of the powerful social media sites have been provided below (see Figure 1). Figure 1. Powerful Social Media Networks Name Facebook Twitter Google + YouTube TripAdvisor Blogging Flickr Pinterest Medium Mixed (text, images, video etc) www.facebook.com 140 character text & images www.twitter.com Mixed (text, images, video etc) plus.google.com Videos www.youtube.com Text reviews &rlated images www.tripadvisor.com Mixed (text, images, video etc) Images www.flickr.com Images Audience 1 billion + worldwide. Not restricted to clients or connections 500 million + worldwide. Not restricted to clients or connections 250 million + worldwide. Not restricted to clients or connections Required Account Type Business page 800 million +each month. Not restricted to clients or connections 60 million +monthly Visitors worldwide Standard account with business profile Any internet user 6 billion + images worldwide Not restricted to clients or connections 100 million visits in February 2012 Standard account Standard account Standard business account Can upgrade to paid account if preferred Part of your website or via a platform such as Blogger or Word Press Standard account Standard account www.pinterest.com Source:http://www.atdw.com.au/media/1514/Tutorial_40__Social_Media_For_Tourism.pdf 2 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo (DMOs) use many different approaches for promoting their areas. With the growing popularity of the Internet, it is important for DMOs to understand the travel behaviors of Web site users (Siu-ian and Alastair, 2003). The integration of information technologies into the organizational fabric of the DMO is an important key to success (Gretzel, Yuan and Fesenmaier,2000). Destination marketing practices are greatly influenced by advances in information technology due to the fragmented and information intensive nature of destination products (Buhalis, 1998). The most significant trend is the accelerating speed of technological development. The consequence of this rapid change is the emergence of innovative Web-based technologies that lead to a reconfiguration of the environment in which tourism business is conducted. Understanding these changes is crucial for creating a vision in the tourism organization that things are going to evolve (Gretzel, Yuan and Fesenmaier,2000). Beside this, the effective use of Web-based marketing activities is pivotal not only for marketing and promoting destinations but also for creating a competitive advantage for them (Buhalis, 2000). People who use social media do so not only to find pertinent information, but also as a means of socializing with others and for enjoyment purposes. One of the benefits of social media from the supplier side is that DMOs can collaborate and streamline their information, adding value for consumers, while building their brand through direct interaction with the consumer, and immediate response to consumer queries and concerns. Consumers, on the other hand, benefit by receiving what they perceive as more authentic information based on the experience of other travellers, and can design their trips to reflect more closely what they are looking for by interacting with both experienced travellers and residents of a destination (Lange-Faria and Eliot, 2012). The social media tools offer travel reviews and discussion forums and facilitates tourists’ decision-making process. Consequently, internet and social media sites are getting more important for marketing of tourism destinations and organizations. Thus, the aim of this study is seeks to understand the usage of social media among the national marketing organizations of Balkan tourism countries. Methodology The Balkans, often referred to as the Balkan Peninsula, and recently also as "Southeast Europe", although none of the three exactly share borders, is a geopolitical and cultural region of southeastern Europe. The region takes its name from the Balkan Mountains in Bulgaria and Serbia. The term "Balkan" is generally believed to come from Turkish balkan, meaning "a chain of wooded mountains. “The name is still preserved in Central Asia with the Balkan Mountains and the Balkan Province of Turkmenistan. The Balkans comprise the following territories; Albania, Bosnia and Herzegovina, Bulgaria, Croatia, Greece, Kosovo, Macedonia, Montenegro, Romania, Serbia, Turkey and Slovenia (en.wikipedia.org/wiki/Balkans). Although there are many prior studies on tourism website analysis, only a few of them focused on social media tools on web site of DMOs. In the present study, information was gathered from official web sites of national DMOs which are in Balkans. The reason of choosing Balkan countries is prior studies on some Balkan countries’ tourism websites were only attempted by a few researchers. This research makes an attempt to establish a checklist of social media sites for assessing DMOs website. Each homepage was reviewed and recorded first, and then each social media sites’ link on the homepage was clicked to review and the information was recorded. In order to keep the items current, the list was revised based on careful observations of Balkan DMOs’ websites at different levels by the research team. To understand the usage of social media of Balkan DMOs’ websites, this study includes all 3 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo their websites. Addresses of the DMOs’ websites were obtained through several searches of the İnternet using keyword searches including the names of each country (e.g. Croatia or Albania official tourism board etc.). Twelve DMOs websites were selected for all countries in Balkans. The evaluators were requested to evaluate DMO websites based on a rating scale. The scale used in this research included exists (1) and absent (0). Websites has been visited once, between 10 – 16 April 2013, as for their dynamic structure. Findings This research assesses the usage of social media tools of Balkan countries DMOs’ websites. The objective of the research is achieved by content analysis of all twelve official country tourism websites regarding the selected social media sites. Table 1. Official DMOs Web Sites of Balkan Countries No 1 2 3 4 5 6 7 8 9 10 11 12 Countries Official Web Site www.albaniantourism.com www.bhtourism.ba www.bulgariatravel.org www.croatia.hr www.visitgreece.gr www.visitkosovo.org www.exploringmacedonia.com www.montenegro.travel/en www.romaniatourism.com www.serbia.travel www.slovenia.info www.goturkey.com Albania Bosnia and Herzegovina Bulgaria Croatia Greece Kosovo Macedonia Montenegro Romania Serbia Slovenia Turkey Balkan countries DMOs’ web sites are presented in Table 1. According to Table 1, all of twelve countries have an official national web site. The majority of DMOs are already at abeginning stage in their use of the social media for customer relationship management and marketing. Based on the detailed evaluation of DMOs web sites, the key research findings are shown in Table 2. Table 2. Social Media Sites Usage of DMOs Social Media Sites Facebook Twitter Youtube / Vimeo Pinterest Foursquare Google + Tripadvisor Instagram Flickr Blog Exists Absent F % f % F % 9 9 8 3 3 3 3 2 2 1 75 75 67 25 25 25 25 17 17 8 3 3 4 9 9 9 9 10 10 11 25 25 33 75 75 75 75 83 83 92 12 12 12 12 12 12 12 12 12 12 100 100 100 100 100 100 100 100 100 100 4 Total �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo Table 2 shows a breakdown usage of social media sites. Accordingly, DMOs represent themselves by creating a profile in social networks, mainly 75 % (9) on Facebook and 75 % (9) Twitter and then in the order of YouTube (67 %). In connection with this it is seen that DMOs prefer using Facebook and twitter mostly. Three of DMOs used Pinterst, Foursquare and Google Plus of the all social media applications. Only two of DMOs used Instagram and Flickr as photo sharing networks. However, Volo (2010) stated that blogs are frequently shared with friends and family and do influence how a travel destination is perceived, the social media sites ranged from the highest score of 9 in Facebook usage to the lowest score of 1 in blog usage. Only one of the DMOs studied were using a blog- Greece. The majority of the DMOs used their websites mainly for information-oriented features related to activities, accommodations and attractions, but offered limited social media activities through their websites. The social media linkage was the weakest. The results indicated that Balkan DMOs were making limited use of social media in their official web sites. While some countries are really good at promoting themselves with social media tool, others need some serious work. Table 3. Top Three Social Media Sites Usage of DMOs Countries Twitter Facebook Youtebe Followers Tweets Likes Talking About Subscribers Views Video A B C 21.799 * 301 14.909 745 78.642 6.042 16.045 698 3.094 634 4.284.231 376.314 125 525 D E 6.411 1768 1.443 535 813.744 113 29.282 5 1.491 - 1.315.536 - 74 - F - - - - - - - G H 527 6.611 95 146 1475 - 44 - 25 234 0 92.874 6 12 I J 875 6.003 319 6.917 2.186 33.081 49 2.756 734 521 166.463 52.206 44 25 K 260 211 3.947 2.088 - - - L - - - - - - - As can be seen, Table 3 shows breakdown of top three social media sites usage of Balkan countries national DMOs’ web sites. Beside this Table 3 summarizes the statistics of DMOs’ tweets, likes and views. One measure of a Twitter user’s effectiveness is the number of followers it has attracted. DMOs have followers between 260 and 21.799. When considering Facebook usage of DMOs, it can be seen that they have likes between 113 and 813.744. DMOs have average 6 and 525 videos on YouTube. The results indicated that national DMOs have made little progress in their adoption of social media applications and technologies. Conclusion On a global scale, social media use is growing, and the challenge is for destination marketing organizations to effectively choose not only which applications to use, but also 5 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo to identify what consumers want from their sites and what elements to include in the site that will most effectively influence the traveller decision making process, socially, virtually, and authentically (Lange-Faria and Eliot, 2012). The main conclusion of this paper is that the official web sites of Balcan countries DMOs have been slow to respond to the social media marketing opportunities. DMOs use only a few common social media tools at the basic, experimental level. This research shows a high level of awareness concerning the customer engagement potential of social media. However, major barriers to social media adoption exist, especially in effective usage. The results supported the argument and suggested that DMOs should pay more attention to the quality of their social media marketing features. Thus, it is vital for DMOs to move to more sophisticated level of social media use to provide a deeper engagement in their websites to satisfy exist and potential visitors. This study should be of interest to researchers as well as industry professionals by applying social media tools to DMOs’ websites. The findings of the research enable managers of DMOs to understand how effective their websites from the social media usage perspective. Also the results will assist DMOs managers in assessing their website performance so that they have useful information to facilitate continuous improvement. While this study has provided important results, some of the limitations for future research are stressed. The important limitation of this study is limited to only Balkan countries. Also, data can be collected and analyzed over different time periods to understand the changing patterns of usage of social media marketing activities. However, in spite of these limitations, we hope that the present study has provided an interesting way of understanding the social media approach of DMOs. References Balkans, (2013). Retrieved May 1, 2013, fromhttp://en.wikipedia.org/wiki/Balkans. Buhalis, D. (2000). Marketing the competitive destination of the future. Tourism Management, 21(1), 97−116. Buhalis, D. (1998). Strategic use of information technologies in the tourism industry. Tourism Management, 19(5), 409–421. Buhalis, D. & Law, R. (2008). Progress in information technology and tourism management: 20 years on and 10 years after the internet: The state of e Tourism research. Tourism Management, 29(4), 609−623 Forrester Research, Inc. (2009). US Interactive Marketing Forecast, 2009 To 2014. http://www.forrester.com/US+Interactive+Marketing+Forecast+2009+To+2014/ful ltext/-/E-RES47730?docid=47730 Gretzel, U. (2006). Consumer generated content – trends and implications for branding. Ereview of Tourism Research, 4(3), 9–11. Gretzel, U., Yuan, Y. L., &Fesenmaier, D. R. (2000). Preparing for the new economy: advertising strategies and change in destination marketing organizations. Journal of travel Research, 39(2), 146-156. 6 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo Hays, S., Page, S. J., &Buhalis, D. (2012). Social media as a destination marketing tool: its use by national tourism organisations. Current Issues in Tourism, , 1-29. Kaplan, A.M., &Haenlein, M. (2010). Users of the world, unite The challenges and opportunities of social media. Business Horizons, 53, 59–68. Lange-Faria, W & Eliot, S. (2012). Understanding The Role of Social Media in Destination Marketing. Tourismos: an International Multidisciplinary Journal of Tourism. 7(1), 193-211. Nielsen Company (2009). Global Advertising: Consumers Trust Real Friends and Virtual Strangers the Most. http://www.nielsen.com/content/dam/corporate/us/en/newswire/uploads/2009/07/pr _global-study_07709.pdf Parra-López, E., Bulchand-Gidumal, J., Gutiérrez-Taño, D., &Díaz-Armas, R. (2011). Intentions to use social media in organizing and taking vacation trips. Computers in Human Behavior, 27(2), 640-654. Siu-Ian, A. S., & Alastair, M. M. (2003). Destination Marketing Organizations Web Site Users and Nonusers: A Comparison of Actual Visits and Revisit Intentions. Information Technology & Tourism, 6(2), 129-139. Social Media For Tourism. (2013). Retrieved http://www.atdw.com.au/media/1514/Tutorial_40__Social_Media_For_Tourism.pdf May 1, 2013, from Volo, S. (2010). Bloggers’ reported tourist experiences: Their utility as a tourism data source and their effect on prospective tourists. Journal of Vacation Marketing, Vol. 16, No.4, pp.297-311. Xiang, Z., &Gretzel, U. (2010). Role of social media in online travel information search. Tourism management, 31(2), 179-188. 7 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1596 Title A name given to the resource Destination Marketing Organizations’ Social Medıa Usage: A Resarch on Balkan Countries Author Author BAYRAM, Murat ARICI, Semih Abstract A summary of the resource. Social media has fundamentally reshaped the way tourism related information is distributed and the way people plan for and consume travel. Since social media sites, such as Facebook, Twitter and TripAdvisor began allowing businesses to create profiles and become active members, businesses have started incorporating these strategies into their marketing efforts. For Destination Marketing Organizations (DMOs) have used these sites to promote special offers, for customer service and strengthen their existing brands; however, little is known about how DMOs are taking advantage of the social media marketing popularity. The aim of this study is to explore the usage of social media among the DMOs of Balkan countries through a content analysis of Balkan countries’ official web site profiles. Also this study examines how social media is being used by the DMOs to enhance their brands and to reach potential visitors. This study confirms the growing importance of social media in the online tourism domain and mostly DMOs use only Facebook and Twitter as a social media tools. Solely having a profile will not in itself increase awareness. DMOs should use more social networking sites to communicate with their consumers and give them the ability to broadcast opinions about services. Keywords: Social Media Marketing, DMOs, Balkans. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 978-9958-834-23-3 https://omeka.ibu.edu.ba/files/original/02f290660d51a78b0d8aa98d3943fdc0.pdf 456b331905ddb7a9e16d75dfb01d51e2 PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Main Policies and Challenges of the European Union Hamidullah Bayram International University of Sarajevo, Sarajevo, Bosnia and Herzegovina hamidullahbayram@gmail.com h.bayram@hotmail.fr This paper documents the reality of the European Union focusing some main policies and debates as challenges. It will set light to understand better which terms or policies of the EU means what. It will be examined what kinds of main problems there are in the EU mentioning Russia case, and difficulties between public government and central structure of the EU, based on division as religious and regional as well as linguistic, etc. The paper has various approximations to define these main cases and plans within the EU. The structure of the paper is as follows; 1. Policies mentions about to become unique region in the world, competition and cohesion policy, to divide the governance between central and subunits as National and European Parliament, and to conduct the common values into the EU. 2. Challenges will give information about democratic and knowledge deficit within EU, unexpected crises and its effects on the enlargement process of the EU, opacity of the low and high politics, and relations with Russia. Keywords: European Union, Policies, Challenges, Relations With Russia, Governmental Structure. 145 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1542 Title A name given to the resource Main Policies and Challenges of the European Union Author Author BAYRAM, Hamidullah Abstract A summary of the resource. This paper documents the reality of the European Union focusing some main policies and debates as challenges. It will set light to understand better which terms or policies of the EU means what. It will be examined what kinds of main problems there are in the EU mentioning Russia case, and difficulties between public government and central structure of the EU, based on division as religious and regional as well as linguistic, etc. The paper has various approximations to define these main cases and plans within the EU. The structure of the paper is as follows; 1. Policies mentions about to become unique region in the world, competition and cohesion policy, to divide the governance between central and subunits as National and European Parliament, and to conduct the common values into the EU. 2. Challenges will give information about democratic and knowledge deficit within EU, unexpected crises and its effects on the enlargement process of the EU, opacity of the low and high politics, and relations with Russia. Keywords: European Union, Policies, Challenges, Relations With Russia, Governmental Structure. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-4564 https://omeka.ibu.edu.ba/files/original/3319adeb14486963567ebb41bcdc12b6.pdf f695db7b7dd914115d9185cd9a9e1aa7 PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Impact of Training and Development on Employees Performance in Bosnia and Herzegovina Serkan Bayraktaroğlu Süleyman Şah Üniversitesi, İstanbul, Turkey sbayraktaroglu@hotmail.com Emir Čičkušid International Burch University, Sarajevo, Bosnia and Herzegovina ecickusic@hotmail.com Companies today are forced to compete and to act professionally in those harsh times, so it is very important to have right employees for better company’s rating. It is crucial that staff needs to have better knowledge, skills and competencies. More and more companies are acknowledging Human Resources (training and development) as their main key for success and bigger focus is on employee – customer relation. Main objective of this study is to find out impact of training and development on employees performance in BiH. This study will be back grounded by the questionnaire and personal interviews which will be conducted in several companies which will show did employees gained positive or negative impact on employee’s performance. Keywords: Training, Development, Human Resource Management. 255 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1455 Title A name given to the resource Impact of Training and Development on Employees Performance in Bosnia and Herzegovina Author Author BAYRAKTAROGLU, Serkan CICKUSIC, Emir Abstract A summary of the resource. Companies today are forced to compete and to act professionally in those harsh times, so it is very important to have right employees for better company’s rating. It is crucial that staff needs to have better knowledge, skills and competencies. More and more companies are acknowledging Human Resources (training and development) as their main key for success and bigger focus is on employee – customer relation. Main objective of this study is to find out impact of training and development on employees performance in BiH. This study will be back grounded by the questionnaire and personal interviews which will be conducted in several companies which will show did employees gained positive or negative impact on employee’s performance. Keywords: Training, Development, Human Resource Management. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-4564 https://omeka.ibu.edu.ba/files/original/3ae883e9763007d7495d359b3b9953ad.pdf 843fc35934582f6618d250775b58fc40 PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo The Personal Expenditure Tax Proposal: In view of Impact of the Economic Crises Prevention Ferhat Başkan Özgen Adnan Menderes University, Aydın, Turkey fbaskanozgen@gmail.com The world has undergone many economic crises in the last century of our recent past. These economic crises (called inflation, deflation, or stagflation) have always been considered to be one of the most critical problems facing humanity. Crises change the lifestyles of individuals and lower their living standards, whereby they are deemed to be social problems. Since it is the duty of the state to regulate economic life, politicians feel themselves under greater pressure (especially in democratic countries) to moderate the impact of the economic crisis. However, our historical experience has shown us that governments (and the political measures they devise) are inadequate and unsuccessful in preventing the economic crisis from occurring in the first place, even though the primary goal of the state and politics should be the prevention of the crisis before its onset. This point precisely is the focus of this study. There have been attempts to revive the discussion of personal expenditure tax in the finance literature, an option which was proposed long ago as a method of preventing economic crises. In this new tax proposal, the subject of the tax is the portion of income that is not disposed. This “non-disposed” income becomes either consumption expenditure or investment expenditure. In this new tax proposal, the primary objective is to lay a mild progressive tax on consumption expenditure via a three-tiered tariff. The proposal for a personal expenditure tax has two versions, one radical and one moderate. Both versions envisage a wide range of reforms, which encompass the elimination of some fundamental taxes in current use. The radical proposal supports a comprehensive tax exemption to investment expenditure depending on time and conditions. The moderate proposal, due to the ambiguity between investment and consumption expenditure, supports that both kinds of expenditure must be subject to the tax thereby proposed. Scientists who support the personal expenditure tax do for a variety of reasons such as tax justice, simplifying the tax system, further 117 �International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo encouragement of savings and investment (as well as economic stability and growth), the improvement of income distribution justice, increasing the effectiveness of tax policy and the tax incentive system. The greatest practical obstacle to the implementation of the new tax is the difficulty of determining the income of the taxpayers. This is because in order to have the tax assessment, it would be necessary to list all cash input (regardless of the source), to calculate the cash sum, and to subtract from this sum all expenditure exempt from taxation (along with any investment expenditure). Those who are against the proposal generally do so because of the sheer size of the informal economy. The proposal becomes applicable and meaningful only when informal economy shrinks considerably. The primary hypothesis of this study is that in our digital age, this new tax proposal has become much more applicable, thanks to the expansion of formal economy and the increased role that the banking system plays in daily life – which in turn were brought about by developments in technology. A brand-new taxation infrastructure, which will encourage savings and investment without penalizing workers and laborers, will be one of the greatest hindrances to the onset of economic crisis. The first part of the study presents the aforementioned proposal for a personal expenditure tax in greater detail. The second part is on the discussion of the reasons which begin economic crises, and on this new tax proposal's expected role in the crisis prevention. The last part of the study will evaluate the preconditions relevant to the implementation of the personal expenditure tax proposal, as well as the applicability of the proposal itself. Keywords: Economic Crisis, Crisis Prevention, Personal Expenditure Tax, Tax Policy. JEL Classification : H12, G01, H20, H21, E64. 118 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1569 Title A name given to the resource The Personal Expenditure Tax Proposal: In view of Impact of the Economic Crises Prevention Author Author BASKAN OZGEN, Ferhat Abstract A summary of the resource. The world has undergone many economic crises in the last century of our recent past. These economic crises (called inflation, deflation, or stagflation) have always been considered to be one of the most critical problems facing humanity. Crises change the lifestyles of individuals and lower their living standards, whereby they are deemed to be social problems. Since it is the duty of the state to regulate economic life, politicians feel themselves under greater pressure (especially in democratic countries) to moderate the impact of the economic crisis. However, our historical experience has shown us that governments (and the political measures they devise) are inadequate and unsuccessful in preventing the economic crisis from occurring in the first place, even though the primary goal of the state and politics should be the prevention of the crisis before its onset. This point precisely is the focus of this study. There have been attempts to revive the discussion of personal expenditure tax in the finance literature, an option which was proposed long ago as a method of preventing economic crises. In this new tax proposal, the subject of the tax is the portion of income that is not disposed. This “non-disposed” income becomes either consumption expenditure or investment expenditure. In this new tax proposal, the primary objective is to lay a mild progressive tax on consumption expenditure via a three-tiered tariff. The proposal for a personal expenditure tax has two versions, one radical and one moderate. Both versions envisage a wide range of reforms, which encompass the elimination of some fundamental taxes in current use. The radical proposal supports a comprehensive tax exemption to investment expenditure depending on time and conditions. The moderate proposal, due to the ambiguity between investment and consumption expenditure, supports that both kinds of expenditure must be subject to the tax thereby proposed. Scientists who support the personal expenditure tax do for a variety of reasons such as tax justice, simplifying the tax system, further encouragement of savings and investment (as well as economic stability and growth), the improvement of income distribution justice, increasing the effectiveness of tax policy and the tax incentive system. The greatest practical obstacle to the implementation of the new tax is the difficulty of determining the income of the taxpayers. This is because in order to have the tax assessment, it would be necessary to list all cash input (regardless of the source), to calculate the cash sum, and to subtract from this sum all expenditure exempt from taxation (along with any investment expenditure). Those who are against the proposal generally do so because of the sheer size of the informal economy. The proposal becomes applicable and meaningful only when informal economy shrinks considerably. The primary hypothesis of this study is that in our digital age, this new tax proposal has become much more applicable, thanks to the expansion of formal economy and the increased role that the banking system plays in daily life – which in turn were brought about by developments in technology. A brand-new taxation infrastructure, which will encourage savings and investment without penalizing workers and laborers, will be one of the greatest hindrances to the onset of economic crisis. The first part of the study presents the aforementioned proposal for a personal expenditure tax in greater detail. The second part is on the discussion of the reasons which begin economic crises, and on this new tax proposal's expected role in the crisis prevention. The last part of the study will evaluate the preconditions relevant to the implementation of the personal expenditure tax proposal, as well as the applicability of the proposal itself. Keywords: Economic Crisis, Crisis Prevention, Personal Expenditure Tax, Tax Policy. JEL Classification : H12, G01, H20, H21, E64. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-4564 https://omeka.ibu.edu.ba/files/original/f96b7b064bf4940a4b37a7ce6c47e801.pdf cbcd3ecf07fed56c51f60901669aec0f PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Maastricht Treaty in the Shaping and Development of the Common Foreign and Security Policy Snezana Bardarova University Goce Delcev-Stip, Republic of Macedonia snezana.bardarova@ugd.edu.mk Mimoza Serafimovska University Goce Delcev-Stip, Republic of Macedonia mimoza.serafimovska@ugd.edu.mk Tanja Angelkova University Goce Delcev-Stip, Republic of Macedonia tanja.angelkova@ugd.edu.mk For the European Union, in whose framework still dominates the European Community, it discusses how to deliver (great project) European unification, which started on the ground ruined Europe after World War II, in 50 years of the last century. Motivated by the idea that the association of European countries is a far better alternative to the previous mutually confronted Europe, a project called (European Union) in the following decades led to the emergence of a new, unprecedented work on European soil-European Union. European Union, in its present form is the product of more than 50 years of evolution of European integration, which today despite initial six Western European countries including the former main rivals Germany and France includes 27 member countries of the Union, as well as many other countries with candidate status for membership in the European Union. Seen in the development context, the Union is not a preconceived model of the association of European countries, but is the product of a complex multiple decade-long process of integration in which different actors are involved. Within this process, depending on the achieved level of integration, the Union received a different shape. In its present form and name as the European Union it occurs even in the early nineties of the last century, long before it passed through small-scale forms of integration. More decades of European integration is based on the desire of European countries for the mutual integration, based on the firmly expressed mutual interest. The motives for each integrating a variety of security to purely economic and political, more or less pronounced in each Member State of the European Union. Of the many factors that have influenced the emergence and development of the European Communities 260 �International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo and their transformation into today's Union to distinguish political and security interests of Member States. Hardly any integration project has had such a long initial period as foreign and security policy of the failure of the European Defense Community, 1954, to the Treaties of Maastricht (1992), Amsterdam (1999) and Nice (2000). Due to political constraints on the sovereignty and political interests of the Union, by the end of the Cold War efforts on building security and defense policy were unsuccessful. Excessive force was Europe's dependence on NATO and U.S. nuclear protection. Keywords: Security, Integration, EU Policy, Countries, Agreements. 261 � https://omeka.ibu.edu.ba/files/original/d0f1101655630e74ba077c1270743536.docx 46c172452f00c9255f31d1c23c5c904d https://omeka.ibu.edu.ba/files/original/525744cf007502631a2ff097c62e1409.pdf 331954cf12bda2fc3877b75e211e33dd PDF Text Text International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Maastricht Treaty in the Shaping and Development of the Common Foreign and Security Policy Snezana Bardarova University Goce Delcev-Stip, Republic of Macedonia snezana.bardarova@ugd.edu.mk Mimoza Serafimovska University Goce Delcev-Stip, Republic of Macedonia mimoza.serafimovska@ugd.edu.mk Tanja Angelkova University Goce Delcev-Stip, Republic of Macedonia tanja.angelkova@ugd.edu.mk Abstract For the European Union, in whose framework still dominates the European Community, it discusses how to deliver (great project) European unification, which started on the ground ruined Europe after World War II, in 50 years of the last century. Motivated by the idea that the association of European countries is a far better alternative to the previous mutually confronted Europe, a project called (European Union) in the following decades led to the emergence of a new, unprecedented work on European soil-European Union. European Union, in its present form is the product of more than 50 years of evolution of European integration, which today despite initial six Western European countries including the former main rivals Germany and France includes 27 member countries of the Union, as well as many other countries with candidate status for membership in the European Union. Seen in the development context, the Union is not a preconceived model of the association of European countries, but is the product of a complex multiple decade-long process of integration in which different actors are involved. Within this process, depending on the achieved level of integration, the Union received a different shape. In its present form and name as the European Union it occurs even in the early nineties of the last century, long before it passed through small-scale forms of integration. More decades of European integration is based on the desire of European countries for the mutual integration, based on the firmly expressed mutual interest. The motives for each integrating a variety of security to purely economic and political, more or less pronounced in each Member State of the European Union. Of the many factors that have influenced the emergence and development of the European Communities and their transformation into today's Union to distinguish political and security interests of Member States. Hardly any integration project has had such a long initial period as foreign and security policy of the failure of the European Defense Community, 1954, to the Treaties of Maastricht (1992), Amsterdam (1999) and Nice (2000). Due to political constraints on the sovereignty and political interests of the Union, by the end of the Cold War efforts on building security and defense policy were unsuccessful. Excessive force was Europe's dependence on NATO and U.S. nuclear protection. Keywords: Security,Integration, EUPolicy,Countries, Agreements. 1 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Introduction European Union through its decades of development going through multiple forms first appears as a form of closer integration in two major industrial sectors-sectors of coal and steel through the European Coal and Steel Community (ECSC), established in Paris on April 18, 1951, and March 25, 1957 in Rome, European integration expands Atomic Energy sector within the European Atomic Energy Community (EUROATOM) and the same year was upgraded with a more extensive form of economic integration within the European Economic Community ( EEC). Today's European Union is made up of three separate towers which includes: 1. European Community 2. Common Foreign and Security Policy 3. Cooperation in the field of justice and home affairs. Momentum for integration through the creation of three communities in the 50's is the result of a desire to terminate recurrent habit of bloody conflicts between states, as a feature of European politics in the past, which culminated in the Second World War. In this sense, the political-military elites were forced to seek a new over-national European political structure in which the realization of the national interest was no longer left to be a concern only individual states, in European history proved to be a painful and extremely destructive.1 For a longer period of duration of the so-called. Cold War in Europe, the initiative and initial assistance from the United States through so-called. Marshall Plan, the integration within the European Communities had a function to create a political and security umbrella for the western European democracies in terms of the former East European liner headed by the former USSR, as a block of integrated members of equivalent traditions and related internal systems. Security dimension of European integration continues after the end of the Cold War and the dissolution of the USSR, aimed at meeting the new challenges and achieving new goals, so that security feature is introduced in the structure of today's European Union as an important segment of the second pillar EU Common Foreign and Security Policy of the EU. Chronology-development of the Common Foreign and Security Policy of the EU by the Maastricht Treaty 1948, March - UK, France, Belgium, Netherlands and Luxembourg sign Brussels Treaty for mutual defense; April 1949 - The United States, Canada, and ten Western European countries signed the North Atlantic Treaty; May 1952 - founding member of the ECSC sign the Treaty on European defense community with a view to establishing a common European army, but in August 1954 the French National Assembly did not approve the contract signed and the project fails; December 1954 - on the basis of the Brussels Treaty established Western European Union that includes Italy and West Germany. West Germany entered NATO; December 1969 - The Hague Summit, the Heads of State or Government of the Member 1 Stephen Weatherill, “Law and Integration in the European Union” , Claredon Press Oxford, 1995 2 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo States of the Communities borrow foreign ministers to study ways to boost European political integration; October 1970 - Foreign Ministers of the Member States of the Communities adopt the Luxembourg report that establishes European political cooperation within which ministers meet every six months to coordinate their positions on international issues and to agree on common stock and assists the Committee of Directors General for Political Affairs (Political Committee); July 1973 - Ministers winning Copenhagen report which promotes the European political cooperation EPS (ministerial meetings at least four times a year, meeting the needs of the Political Committee who help European correspondents and working groups, the Commission contribution stances sessions ); October 1981 - Adoption of London report that provides a mechanism for consultation in crisis (which can be three Foreign Ministers to convene an urgent meeting within 48 hours), in meetings with representatives tretti states, the chair can be accompanied the previous and the next chairman, and the Commission is fully associated to the European political cooperation-EPS; October 1984 - reactivation of the Western European Union WEU (Ministers of Foreign Affairs and of Defence states that founded the WEU agreed to meet on a regular basis); February 1986 - signature of the Single European Act-EEA in which that special title 3 is devoted to European Political Cooperation EPS within which can be considered the political and economic aspects of security in order to achieve compliance PSU with external Relations of the European Community; February 1992 - signature of the Maastricht Treaty that the European political cooperation EPS is replaced by the Common Foreign and Security Policy - CFSP. Council of Ministers decides on common positions and joint actions, the implementation of which, once you reach a qualified majority. The Commission has the right of initiative, the WEU and the EU may require to implement the decisions which have defense implications; October 1997 - Signing of the Treaty of Amsterdam introduced several reforms established a Common Foreign and Security Policy - CFSP (qualified majority is required for the implementation of joint strategies determined by the European Council, the Member States may refrain from voting, set up a High Representative for CFSP, which replaces the functioningthreesome, who also chairs the session for policy planning and early warning. Brief Overview of the History and Development of Foreign and Security Policy Security Policy of the European Union dates back to before the creation of the European unification. After two world wars in the first place was the creation of a European structure of peace through integration. The first step was the establishment of the European Coal and Steel Community (Paris 04/18/1951), the industries of France, Germany, Italy and the Benelux countries (Belgium, Netherlands and Luxembourg) associated with the production and use of coal and steel as a basic raw material arms that are considered as important for leading the war, placed under a high authority. Buoyed by the success of the European Community for Coal and Steel, senior representatives of the Member States undertake to 3 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo find forms and methods of deepening and widening integration. Despite initiatives to expand the integration processes have emerged and suggestions for the creation of a military-political union. After the Second World War, Europe ruined lost its leading position in the world and the USSR and the United States because of the military power that manifested in the war and his contribution to the victory over fascism first broke out as a military, political and economic forces. After acknowledging the situation in Europe, the U.S. Secretary of State, offers U.S. aid to the reconstruction and development of Europe, and June 5, 1947 has been accepted for Reconstruction and Development program of Europe known as the Marshall Plan. April 4, 1949 in Washington was established North Atlantic Treaty which was formed a military alliance of the U.S., Canada, UK, France, Italy, Belgium, Netherlands, Luxembourg, Norway, Denmark, Iceland and Portugal. After three years of the Agreement joined Greece and Turkey, and in 1955 joined Germany and Spain. The creation of the North Atlantic or the NATO alliance, led to a new phase in relations between states separated from Europe and the world. Well firstly ensuring peace countries of Europe and the world is taking place within the UN. Afterwards projects European defense community (ЕОЗ) and European Political Community (EPO) that fail due to loss of votes in the French National Assembly. In 1953, the French government presented a draft agreement for the establishment of a European defense community with a common army and defense minister. Draft for approval by Parliament of the ECSC, was ratified by more countries members but not the country that proposed the draft, France. Suffered a similar fate and creating draft European political community, or European Union. This Union according to the concept of the proposers should be not only one of the communities, but also the beginning of a real federalization of Europe and she should be sorted ECSC and the European Defense Community. The reasons for the failure of these initiatives are extremely radical and zealots were offering solutions of which were not in line with the realities of what was then Europe. Namely European countries were not ready for such a radical supranational step. Maastricht Treaty on Eueopean Union - Legal Basis for Establishing the European Common Foreign and Security Policy The end of the Cold War and the dissolution of the Soviet Union (1990/1991) radically changed the security and political environment and reduce European dependence on American protection. Experiences with the new regional conflicts contribute to setting up an independent European security policy agenda that integrated policy. By the Treaty of Maastricht common foreign and security policy, under the title of European political cooperation, and after it was renamed the European Common Foreign and Security Policy. The name defines its main goal-saving EU foreign policy interests, independence, security and defense policy, ensuring peace, the strengthening of democracy, rule of law, human rights and freedoms, political dialogue, sending peacekeeping forces separation and resolution of crises military hot spots in Europe and in the world. Its activity is particularly increased after the disintegration of the USSR, the Yugoslav Federation and other countries of the Middle East with the process of independence and the creation of independent states, followed by military conflicts. European Union by sending peacekeeping and humanitarian missions and rapid reaction forces neutralized further escalation and spread of hostilities and endeavor to secure peace through political dialogue. Intergovernmental Conference, held in Maastricht on 9 and 10:12 1991 finished by then major reform of the Treaties of Rome. The idea of the European Union has been realized with the Treaty establishing the European Union of 7 February 1992: Community by a predominantly economically integrated institution that is based on political cooperation, 4 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo then develops in the Union, with the new EU agreement covering the Common Foreign and Security Policy - CFSP and cooperation in the field of justice and home affairs-DSS. EU countries agree on the introduction of the CFSP as the second pillar of the European Union, with the prospect that it grows into a common defense policy. The Treaty of Maastricht certain basic guidelines and determinations through established permanent cooperation between EU Member States in the field of CFSP and important and sensitive issues is no unanimity on positions taken and decisions and taking joint actions especially in defense and security purposes. In the EU Treaty pays great attention to foreign and security policy, which is one of the pillars of the EU. Founding treaties of the European Economic Community, the right to conduct foreign and security policy was kept in the exclusive competence of the Member States. In such circumstances, the exercise of foreign policy cooperation was provided on the basis of political consensus. Thus went political cooperation in the sphere of foreign policy, having no legal basis and support in the founding treaties. But, with the Single European Act-EEA since 1986, built a new part, under title: Provisions for European cooperation in the field of foreign policy, in chl.30. Member States of the European Union are obliged to strive for joint formation and realization of European foreign policy, i.e undertakes to define and implement a European foreign policy. To this end they undertake on any matter of foreign policy, which is a common interest to be informed and consulted in order to ensure their mutual influence in resolving issues through their joint impact of harmonization and approximation of their views and taking joint measures.2 Legally relevant process on the common foreign and security policy is heading 5 of the Treaty on European Union, which includes provisions that, in addition to external governing and security policy, and that members of J. 1 to J. 11th Article J. 1 formulates the basic obligations of the Union and its members in the process of defining and achieving the common foreign and security policy, whose main objectives are: - Protection of common values, fundamental interests and independence of the Union; - Strengthening the security of the Union and its members in all forms; - Protecting and maintaining peace and strengthening international security in accordance with the Charter of the United Nations-United Nations and the principles of the Final Act of the Conference on Security and Cooperation in Europe Helsinki and objectives of the Paris Charter; - Promotion of international cooperation; - Development and strengthening of democracy and the rule of law and the principle of the rule of law and respect for human rights and fundamental freedoms.3 The means for achieving these goals are defined in Article J. 2 аnd J. 3 as two types of joint cooperation activities and joint actions. Namely, with these members, the objectives of foreign and security policy is left to the European Council and the Council. The European Council defines the principles and basic guidelines for conducting the common foreign and security policy, i.e it unanimously decides the issues will be the subject of joint action and unanimous decision-making in relation to the objectives and the required duration, resources, implementation procedure and conditions of common stock. Based on the basic guidelines of the European Council, the Council shall adopt the necessary decisions for the definition and implementation of the CFSP. European Council unanimously adopts decisions on matters subject to joint activity, taking into account the 2 3 Art. 30 , point1 and point2 of the Single European Act (EEA) Art. J 1, point 1 and point 2 of Treaty on European Union 5 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Union's unity and action. Given the opportunity for the eventual implementation of the decisions relating to common foreign shares with a qualified majority. Legal commitment of the Member States of the Union with decisions for the implementation of joint actions in the process of formulation and implementation of individual national foreign policies4, in order to prevent undermining the effectiveness and coherence of harmonized positions with unexpected unilateral actions of individual members. Member States have the option of unilaterally taking foreign policy decisions in emergencies, provided that compliance with the general objectives of the common stock and informing partners about the nature of the assumed act, as well as the opportunity to review the quality of appropriate joint action in case drastic change of circumstances that have influenced its definition5 and the possibility of adopting special solutions for certain Member States of the Union encountered serious problems in the implementation process shared mandated activities6. Council meeting may be convened at the request of a Member State or the Commission, and in emergencies, the President of the Council may convene a session on its own initiative or at the initiative of the Commission or a Member State, within 48 hours or in the shorter term. Committee on Political Affairs, Political Affairs composed of directors constantly monitor international activities in the field of CFSP, participate in defining attitudes by giving opinions and suggestions to the Council, and the care and implementation determined policy, respecting the powers of the president Commission7. The EU policy in the field of common foreign and security policy is defined in: common positions and solutions to common stock. In general position determines the relationship of the EU to a particular question and the steps that you take the European Union and the Member States to resolve by defining the general position of the Council, Member States shall harmonize national policies with the general position. Very efficient tool to influence European Union international relations and the politics of other countries, represent solutions for common activities8. Decisions on joint activities oblige the Member States, as for building custom views and activity. From the foregoing, it appears that as well as within the process of European foreign policy co-EPS, and within the process of European common foreign and security policy, the subject of the institute (joint action) is not an entity, a whole (EU), but its constituent Member States of the Union. The same applies in respect of the holders of (joint positions)9. The Member States are obliged to inform and consult each other in relation to the relevant foreign policy issues. Common position formulated in the meetings of the European Council, which is responsible for deciding whether to accede to define common positions10. The State Party Council is responsible for implementing the common foreign and security policy. The Treaty on European Union specified obligations arising from the common foreign and security policy shall be binding on the Member States of the Union: mutually informed and to inform the Council on any matter that is of common interest to foreign and security policy to coordinate all activities in international organizations and at international 4 Art. J. 2 point 4 of Treaty on European Union Art. J. 3 point 3 of Treaty on European Union 6 Art. J. 3 point 7 of Treaty on European Union 7 Art. J. 8 of Treaty on European Union 8 Art. J. 3 point 4 of Treaty on European Union 9 Art. J.2 of Treaty on European Union 10 European Council common foreign policy stances determines unanimously, with the exception of procedural issues as cases involving art.J. 3 point 2 of the TEU. 5 6 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo conferences, so they are obliged to act in concert to protect the positions and interests of the European Union, if there are changes in the foreign policy conditions or problems related to the implementation of certain measures arising from EU joint actions and the Member States should adopt measures derogating from the decisions of the EU Member State is obliged to inform the Council that after analysis accepts adequate solution, all member states are required to actively support the EU's foreign and security policy, to refrain from any actions that contradict the interests of the Union or likely to weaken their effectiveness as a unifying force in international relations11. An important novelty introduced by the Treaty on European Union is the act of inclusion security - security aspects of foreign policy, intending it to lead to the creation of a single European defense policy, which over time could lead to a common European defense12. Joint defense system with the Agreement does not regulate, but only logs as perspective. Real structure, on which the Union could rely on a common defense policy, would be WEU WEU, which until then existed only in documents without any real activities. In time signing EU Treaty, WEU members (Member States of the European Communities: Germany, France, UK, Italy, the Netherlands, Belgium, Spain, Portugal and Luxembourg. Other three countries: Greece, Denmark and Ireland members European Communities aren’t members to the Western Union, which was a formal obstacle to the inclusion of the Western European Union in the structures of the European Communities. Here is the reason that in the Declaration on Western European Union adopted by the Treaty on European Union, the nine member states of the European Communities and the Western European Union, addressed only to those that are members of the European Communities to join Western Union or to gain status monitors. Another problem represents Turkey, Norway and Iceland, who were members of the Western European Union but not in the European Communities. Exit was found in resending these three countries to the status of associate members. Were performed and organizational changes in Western European Union and thus began the transformation of the Western European Union in the defense component of the European Union. However Agreement distinguishes between so-called defense issues so called issues with simple, less important security implications. Latter as painful in terms of individual defensive reliability of each of the Member States are the basis for the formulation of common positions. First and after the entry into force of the Maastricht Treaty, remain sphere of exclusive jurisdiction of each country. Incidentally, joint actions produce implications for the field of defense and security are subject to explanation and implementation of the Western European Union13. Treaty refers to the necessary cooperation of the Western European Union and NATO14, i.e substantial consistency European common foreign and security policy with the obligations arising from the North Atlantic Treaty. Enabling WEU WEU in the structure of the European 11 Аrt. J. 1, J. 2, J. 3 and J. 5 of Treaty on European Union Art. J.4 of Treaty on European Union 13 The WEU was established by the Brussels Treaty, signed on 17.03.1948 by the UK, France, Belgium, Netherlands and Luxembourg, in order to remove the sense of insecurity Western states security plan before the military expansion of the SSSR (Robertson A.H, Constitutional Developments in the Council of Europe, 1964 pp.111). Brussels Treaty in 1954 was modified and became the legal basis of the so-called Western European Union, designed under its own kappa cover and the Federal Republic of Germany ( R.G.H. “Western Union: political origins”, The World Today, no. 4/1949, pp.170-183; Robertson A. “The creation of the Western European Union” ). Western Union remained of marginal importance to the organization in 1984 when the national parliaments of the Member States of the European Community adopted the draft agreement for the revival of the Western European Union as a European defense forum. 14 NATO was formed as a defensive organization of a regional type of 04.04.1949 by the States Parties to the Brussels Treaty, Denmark, Ireland, Italy, Norway, Portugal and the United States (Beugel E. H.op.cit.pp.253 et.seq). 12 7 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Union, do not come to the termination of already close links with NATO. Treaty on European Union, because the EU has not got its own defense- policy instruments, Western Union has been declared an integral part of the development of the European Union. This is an opportunity for the EU to submit a request to the WEU to prepare and implement decisions and actions of the EU concerning security policy, i.e related defense. Council, in accordance with the institutes of the Western European Union was authorized to determine the necessary practical measures for implementation of the identified tasks15. WEU remains an independent international organization, whose cooperation with the European Union is governed by the Declaration on Western European Union, which is one articles of the Treaty on European Union. According to the Declaration, the WEU will be developed as the defense component of the European Union and as a means to strengthen the European leverage Atlantic alliance16. purpose of creating optimal conditions for cooperation and coordination of activities between the European Union and the Western Union, the WEU headquarters from London was transferred to Brussels, where the headquarters of the Commission, more remedial authorities and administration of the European Union. Article J. 5 of the Treaty on European Union establishes the normative basis of the diplomatic representation of the Union as a whole vis-à-vis the outside world. Namely responsible for representing the Union in foreign policy relations in general is the chairman of the Union. The general principle applies to the representation of the Union in international organizations and international conferences. Only exception to this are the international conferences which all states. In such situations, the present member states have an obligation to inform the absent member states. The latter principle applies in relation to the work of the United Nations Security Council. The permanent members are obligated to provide defense of the positions and interests of the Union, without prejudice relative to its responsibility under the Charter of the United Nations. Cooperation of the diplomatic and consular missions of the Member States of the Union with the missions of the Commission of the European Communities as well as the cooperation of the diplomatic missions of the individual Member States, in general and international conferences was legally sanctioned and within the process of European foreign policy cooperation EPS, and the Treaty on European Union introduced an additional opportunity for the establishment of joint missions that share common facilities. The institutional structure of the European common foreign and security policy is completely identical to that established in the framework of the European foreign policy cooperation. CFSP institutional hierarchy has four levels. At its peak the European Council, which provides directives and is the highest level of decision-making in case of insurmountable differences in the opinions of the lower bodies, he initiated the joint strategy and the reform proposals and is acting as spokesperson common positions in relation to the outer world and defines the principles and formulate general guidelines. Council decisions on defining and implementing the common foreign and security policy and ensures consistency in the Union's activities. Political Committee-PBPK is the official organ of the servicing of the European Common Foreign and Security Policy, COREPER is a regular authority for the preparation of the Council's work. As regards the other bodies, the Commission of the European Communities shall have the right initiatives for CFSP and 15 Art. J. 4 point 2of Treaty of European Union Point.2 of Declaration on Western European Union, adopted by the ten member states of the European Union and the Western European Union. 16 8 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo retains the old status, and the European Parliament has the authority to hold annual debates about the progress in the process of European foreign and security policy, making recommendations European Council and the responsibility for answering questions asked by the European Council, as well as reports already agreed CFSP positions and has the ability to influence through rights to give consent for all important agreements European Union with third countries. Treaty of Amsterdam for Reform of the European Union - Modification of the CFSPEstablished By the Maastricht Treaty Amsterdam Treaty to reform the European Union contains a unique title 5 composed of members of J. 1 to J. 18 whose totality completely replaces title 5 of the Maastricht Treaty. Most of the members contained in Maastricht 2 i.e Amsterdam Treaty are identical with those included in Maastricht 1 i.e Maastricht treaty. So changes that brings the Amsterdam Treaty in the field of CFSP process is neither broad in scope, nor deep its radicalism. Totality changes you can enter the Amsterdam Treaty can be divided into several groups: Despite the common positions and joint action is introduced and institute a common strategy of the Member States of the Union. Common strategies sets Council European Council proposal, in areas in which the Member States have very important common interests. Common strategies to define their own objectives, duration and the means must be made available by the Union and its members; - In the sphere of application of the common shares, the agreement provides a legal obligation for Member States to address the Council and to inform about the difficulties which come in the process of their implementation and the Council an obligation to consider the problems and seek appropriate solutions will not be detrimental to the achievement of the objectives of the common shares, i.e their performance; - For the first time in the sphere of foreign policy, announced an opportunity for majority decision-making in the Council, through abstention from voting to appropriate state officials is not an obstacle to conquer foreign policy decisions. If it comes to refraining from voting, it must be done with the presentation of a formal declaration calling for treaty article which allows such an opportunity. Well, so the decision does not oblige restrained Member State, but it must be accepted that despite the fact that no decision was taken unanimously, however obliges the Union as a whole, i.e obliges States to act in accordance with the principle of mutual solidarity, not to interfere with the implementation of the decision by the Union. But if the number of abstention votes of more than one-third of the vote, the decision cannot be made. Determined that the qualified majority voting is possible in the following situations: adopting joint actions, common positions or other decisions based on a common strategy; adoption decisions for the implementation of joint actions or common positions, with the exception of decisions that open military or defense implications; adoption decisions regarding procedural matters by a majority vote. - Treaty of Amsterdam provides novelty enhanced cooperation between the WEU which gives more weight as an integral part of the development of the Union and the European Union, which remains a separate organization. Enhanced co-operation should be made in support of the Western European Union addressed to the European Union in the framing of the defense aspects of CFSP and conversely, the European Union will accordingly encourage the establishment of closer institutional relations with the WEU with ambitions to integrate the WEU into the European Union, if the European Council decided in this direction. Innovations is an opportunity for "ad hoc" joint participation of all member states, regardless of the fact whether they are both members of the Western European Union or not, in certain military actions with limited effect. Namely things interventions in 9 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Western European Union called tasks Petersburg, although the Amsterdam Treaty does not use this term but by name lists: humanitarian and rescue actions, peacekeeping operations imposing peace in crisis situations and actions establish peace. - A special group of novelties include the establishment of new bodies process the common foreign and security policy of the European Union. It works for EU High Representative responsible for issues of foreign and security policy with the rank of Secretary General of the Council of the EU Council authorized to assist the Union in matters of foreign and security policy, especially in the process of formulating preparation and implementation of policy decisions and, where appropriate, to act on behalf of the Council at the request of the Chairman of the Union through conducting political dialogue with the treat by a separate analytical unit for planning and forecast international situation. Conclusion The analysis of the normative model of the European common foreign and security policy established by the Maastricht Treaty, as amended by the Amsterdam and accompanying agreements, leads to the conclusion that it was designed in an important political moment, with huge ambitions for radical step forward in the field of political integration of Western Europe, when overwhelmed feeling that something drastic must be done in order to be overcome current stage of European foreign policy cooperation. In the middle of the reform debates that came to the fore in the Maastricht Treaty and the Treaty of Amsterdam, were under the comprehensive authority of the CFSP, more efficient decision-making structures and greater transparency of the external representation of the EU Member States. The European Union is developing a unique institution in the world which covers an entire range of possibilities for civilian and military interventions in the event of crises. With that she is on the road to more operational foreign and security policy, which would be better projected external stability and contribute to international security. Common foreign and security policy has reached a significant level of differentiation and maturity. Well, if there is a general will of the participating governments and if we keep up the momentum ENBP, then Member States in a position targeted, timely and operationally to respond to international challenges. References Bendevski, T. (2001). “The Law of European Union”. Peterson, J., &Shackleton, M. (2006). “The Institutions of the European Union” Vajdenfeld, W., & Vesels, W. (2002). “Europe from A to Z “. Weatherill, S. (1995). “Law and Integration in the European Union”. Wilkinson, P. (2010). “International Relations: A Brief Insight”. Web pages http://www.eurotreaties.com/maastrichtext.html 10 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1625 Title A name given to the resource Maastricht Treaty in the Shaping and Development of the Common Foreign and Security Policy Author Author BARDAROVA, Snezana SERAFIMOVSKA, Mimoza ANGELKOVA, Tanja Abstract A summary of the resource. For the European Union, in whose framework still dominates the European Community, it discusses how to deliver (great project) European unification, which started on the ground ruined Europe after World War II, in 50 years of the last century. Motivated by the idea that the association of European countries is a far better alternative to the previous mutually confronted Europe, a project called (European Union) in the following decades led to the emergence of a new, unprecedented work on European soil-European Union. European Union, in its present form is the product of more than 50 years of evolution of European integration, which today despite initial six Western European countries including the former main rivals Germany and France includes 27 member countries of the Union, as well as many other countries with candidate status for membership in the European Union. Seen in the development context, the Union is not a preconceived model of the association of European countries, but is the product of a complex multiple decade-long process of integration in which different actors are involved. Within this process, depending on the achieved level of integration, the Union received a different shape. In its present form and name as the European Union it occurs even in the early nineties of the last century, long before it passed through small-scale forms of integration. More decades of European integration is based on the desire of European countries for the mutual integration, based on the firmly expressed mutual interest. The motives for each integrating a variety of security to purely economic and political, more or less pronounced in each Member State of the European Union. Of the many factors that have influenced the emergence and development of the European Communitiesand their transformation into today's Union to distinguish political and security interests of Member States. Hardly any integration project has had such a long initial period as foreign and security policy of the failure of the European Defense Community, 1954, to the Treaties of Maastricht (1992), Amsterdam (1999) and Nice (2000). Due to political constraints on the sovereignty and political interests of the Union, by the end of the Cold War efforts on building security and defense policy were unsuccessful. Excessive force was Europe's dependence on NATO and U.S. nuclear protection. Keywords: Security, Integration, EU Policy, Countries, Agreements. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 978-9958-834-23-3 https://omeka.ibu.edu.ba/files/original/7815c7b8bc808c9c5d9c76d3b07bc379.pdf 015fb9aa997e77d9899ee0b01495fd8e PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Corporate University: Beliefs and Misbeliefs Zoltan Baracskai Zagreb University, Zagreb, Croatia zoltan@odluka.com Viktoria Szoboszlai Zagreb University, Zagreb, Croatia victoria.szoboszlai@americanleaders.com During the process of putting together the program for an American and two European Corporate University Summits, we have gathered dozens of opinions from industry practitioners. Based on our own research and on some industry leading magazines (Chief Learning Officer Magazine, Harvard Business Publishing Corporate Learning, Elearning! Magazine, Learning Solutions Magazine) we are close to the problem definition. Post-experiential business education, which is at the heart of a Corporate University, can make two fundamental mistakes: the first is to attempt being a school, the second is not to attempt being a school. We may try building a bridge between ‘know how’ (University) and ‘know when’ (Corporation), the problem is that we do not know how to get from ‘know how’ to ‘know when’. A modern Corporate University helps those who are hungry for new knowledge to understand the contexts and ideally, in choosing the right professional path. The CU's task is to supplement the entrylevel knowledge with the most important, solution-oriented “mainstream” types of knowledge while helping practitioners to understand why exactly that the learning content is, and not something else (and thus, where the world is heading). The practitioner learns this way the most important part: to acquire the necessary knowledge to complete his task. He learns how he can supplement his own existing knowledge with the available knowledge: that of the others or of the gurus – he learns how to search, share and validate. This process is difficult for everyone in different ways. There are those whose challenge is the difference between the levels of brought and acquired knowledge while there are others whose challenges are the hurdles of their own professional path related dilemma. A Corporate University enables the practitioners to step out of their position's comfort zone and to return again according to their areas of interest and to their own knowledge level. Everyone can take from the content and use what he really needs and where his interest is, the rest is optionally available – just like the different tools of a Swiss Army Knife. Keywords: University, Beliefs, Misbeliefs. 280 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1682 Title A name given to the resource Corporate University: Beliefs and Misbeliefs Author Author BARACSKAI, Zoltan SZOBOSZLAI, Viktoria Abstract A summary of the resource. During the process of putting together the program for an American and two European Corporate University Summits, we have gathered dozens of opinions from industry practitioners. Based on our own research and on some industry leading magazines (Chief Learning Officer Magazine, Harvard Business Publishing Corporate Learning, Elearning! Magazine, Learning Solutions Magazine) we are close to the problem definition. Post-experiential business education, which is at the heart of a Corporate University, can make two fundamental mistakes: the first is to attempt being a school, the second is not to attempt being a school. We may try building a bridge between ‘know how’ (University) and ‘know when’ (Corporation), the problem is that we do not know how to get from ‘know how’ to ‘know when’. A modern Corporate University helps those who are hungry for new knowledge to understand the contexts and ideally, in choosing the right professional path. The CU's task is to supplement the entrylevel knowledge with the most important, solution-oriented “mainstream” types of knowledge while helping practitioners to understand why exactly that the learning content is, and not something else (and thus, where the world is heading). The practitioner learns this way the most important part: to acquire the necessary knowledge to complete his task. He learns how he can supplement his own existing knowledge with the available knowledge: that of the others or of the gurus – he learns how to search, share and validate. This process is difficult for everyone in different ways. There are those whose challenge is the difference between the levels of brought and acquired knowledge while there are others whose challenges are the hurdles of their own professional path related dilemma. A Corporate University enables the practitioners to step out of their position's comfort zone and to return again according to their areas of interest and to their own knowledge level. Everyone can take from the content and use what he really needs and where his interest is, the rest is optionally available – just like the different tools of a Swiss Army Knife. Keywords: University, Beliefs, Misbeliefs. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-4564 https://omeka.ibu.edu.ba/files/original/72f1d5a51f3150762d527f4843d2d14b.pdf 0f24be97ffc8149ef9933724c316c6ab PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Institutional Reforms as Requirement for Efficiency and Functionality in the Governance of Bosnia and Herzegovina Kemal Balihodžid International Burch University, Sarajevo, Bosnia and Herzegovina kbalihodzic@ibu.edu.ba Esad Oruč International Burch University, Sarajevo, Bosnia and Herzegovina eoruc@ibu.edu.ba The aim of this paper is to emphasize the problems of state governance regarding constitutional structure of Bosnia and Herzegovina and economic inefficiencies as a consequence of an overloaded, jaded and complex state structure. In addition, the paper analyzed how the system can be accommodated to provide more state powers, credibility and accountability in regards to lower state levels to overcome and prevent bad business conditions, legal and political particularism. The institutional overlapping can be overcome with a strategy of providing the state with more legitimate authority over other levels of governance and by redefining the most basic interests of the current constitutional system based on the Dayton agreement. Thus, presenting valuable argument and solution for addressing institutional reforms and/for economic development. Keywords: State Governance, Institutional Reform, State Structure, Political System, Economic Development, Legal Particularism. 184 � https://omeka.ibu.edu.ba/files/original/d59370c6c79904c62eee15c14dde77ac.docx 830f3855dddae9ecbb2aa8c99d733ce7 https://omeka.ibu.edu.ba/files/original/b52be2811431f7bc12eec759967672f7.pdf f4d367890e45d40fe111fca68efc3fdb PDF Text Text International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo Institutional Reforms as Requirement for Efficiency and Functionality in the Governance of Bosnia and Herzegovina Kemal Balihodzic International Burch University kbalihodzic@ibu.edu.ba EsadOruc International Burch University eoruc@ibu.edu.ba Abstract The aim of this paper is to emphasize the problems of state governance regarding constitutional structure of Bosnia and Herzegovina and economic inefficiencies as a consequence of an overloaded, jaded and complex state structure. In addition, the paper analyzed how the system can be accommodated to provide more state powers, credibility and accountability in regards to lower state levels to overcome and prevent bad business conditions, legal and political particularism. The institutional overlapping can be overcome with a strategy of providing the state with more legitimate authority over other levels of governance and by redefining the most basic interests of the current constitutional system based on the Dayton agreement. Thus, presenting valuable argument and solution for addressing institutional reforms and/for economic development. Key words: state governance, institutional reform, state structure, political system, economic development, legal particularism Introduction Bosnia and Herzegovina has fallen in to a stage of decadence, claiming a position of status quo under the constitutional governing system that consistently proves to be inefficient and nonfunctional. Under the boundaries of state institutions that are smothering the financial, economic as well as the political system, there is a dire need for institutional reforms that would transfer the existing financial burden to efficient and more effective state governance. In addition, the system can be accommodated to provide more state powers, credibility and accountability in regards to lower state levels to overcome and prevent bad business conditions, legal and political particularism. The current virtually of the state is an existing pathological problem, controlled and monitored by the international society with soft politics that is in constant turmoil in terms of political changes that would grant the existing state structure more significant political power in regards to lower state government. In addition, coordination within different levels of state government is a prerequisite for a functional state government. On the 8thMarch, 2003, by the meeting of the Peace Implementation Council (PIC), Brussels, chairman of the Council of Ministers as well as the representatives of both entities within Bosnia and Herzegovina have agreed to conduct reform measures in regards 1 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo to public administration, that has still yet to be considered. In addition, available funds that have been provided for this purpose, as a necessary requirement for the implementation of the reforms have been disregarded and left without professional coordination and allocation. Nevertheless, the strategy for reform of public administration has been respectively analyzed and determined that from 2006, when the strategy was created, only 36.46% has been strategically fulfilled.1 The aim of the research is to address the weaknesses that arises from an overwhelming and overlapping institutional structure thus conditioning legal particularism, bad business conditions that could easily be overcome with a clear strategy for reforms, slow financial flow due to an nonfunctional system that create significant financial burden to state administration, communication deficit with an ineffective overlapping system and an inefficient state administration. Constitutional organization of Bosnia and Herzegovina Bosnia and Herzegovina gained its independence in 1992 after three and a half-year war that was ended by General Framework Agreement for Peace in Bosnia and Herzegovina (Hereinafter Dayton Agreement).2 Integral part to the Dayton Agreement is the Constitution of Bosnia and Herzegovina. According to the Constitution, Bosnia and Herzegovina is a democratic state, which operates under the rule of law, based on free and democratic elections.3 Bosnia and Herzegovina has a specific and very complex constitutional and legal system. It is a state composed of two entities: the Federation of Bosnia and Herzegovina and the Republic of Srpska, as well as Brcko District. Also, Federation of Bosnia and Herzegovina consist of 10 cantons. The Constitution of Bosnia and Herzegovina divides jurisdiction between the state and the two entities. The following matters fall under exclusive authority of the state level institutions: foreign policy; foreign trade policy; customs and monetary policy; finances of the institutions and for the international obligations of the state; immigration, refugee, and asylum policy and regulation; international and inter-entity criminal law enforcement, including relations with Interpol; establishment and operation of common and international communications facilities; regulation of inter-entity transportation; air traffic control.4 All governmental functions and powers that are not expressly assigned to the state institutions fall under authority of entities. As we can see the jurisdiction of the entities is greater in scope than the jurisdiction of the state level institutions. Also, considering exclusive legal powers of cantons in Federation of B&H, it is obvious that the cantons participate significantly in the overall performance of state authority. Furthermore Brcko District has a status of neutral, self-governing 1Strategijareformejavneuprave u Bosni i Hercegovini: www.parco.gov.ba; Uredkoordinatoraza reformu javneuprave i Akcioni plan 1 uz Strategijureformejavneuprave u Bosni i Hercegovini.(accessed on http://www.adsf(Commission, 2010)bih.gov.ba/uploaded/posebnidokumenti/PAR_strategija_hrvatski.pdf) 2 The General Framework Agreement for Peace in Bosnia and Herzegovina, also known as the Dayton Agreementis the peace agreement reached at Wright-Patterson Air Force Base near Dayton, Ohio in November 1995, and formally signed in Paris on 14 December 1995. These accords put an end to the Bosnian War, one of the armed conflicts in the former Socialist Federative Republic of Yugoslavia. Available at>http://www.ohr.int/dpa/default.asp?content_id=380 3 Robbers, G. Encyclopedia of World's Constitutions, Facts on File Inc, 2007, pp 115-117 4 Article III of the Constitution of B&H 2 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo administrative unit, under directly sovereignty of Bosnia and Herzegovina. The city of Mostar also has some kind of special legal treatment. Economic argument for institutional reforms The post-war public administration bodies and the governing institutions have been defined by fragmentation, miscommunication, administrative overlapping and as a very significant budget consumer. Thus, they have been labeled as an unnecessary financial burden that can be overcome with a strategic approach that would divide the existing institutions upon necessity and functionality. In addition, there is a significant institutional overlapping that is not managed accordingly and without functional coordination as well as the fact that under different levels of the governance, there is a different legal stature. Nevertheless, administrative workers lack significant professional enhancement and qualifications that has to be addressed equally as important as the issues mentioned above. Nevertheless, according to the Strategy for Reforms in Public Administration (2006), the essential need for reforms is highlighted in the sector of “Public Finances” which is significantly linked with the requirements of the European Union”, and concerns with the “process of establishing the budget” under the principles and standards of the internal public financial control (PIFC1). As the document5 confirms the fact that most of the reforms conducted previously have not been done in a strategic, planned and efficient manner, and in the aim of promoting an “open, efficient, effective and responsible” administration, it is necessary to conduct “consolidation and increase the current efforts in the sector of public finances, to establish an efficient system of governing and controlling the finances and increase the monitoring procedure of the sector”. Thus, the reform would increase the quality of politics in the sector of public finances, strengthen the effectiveness and efficiency in controlling and governing the budget, redevelop the accounting system as well as the banking system. 6 In addition, the reform would instate a Public Internal Financial Control (PIFC) in line with the requirements of the EU as well as “increase the capacity of the Ministry of Finance that would have impact on all budged consumers and fiscal organs”. Negative reform politics The political system, based on the constitutional requirements has defined as such that it could be easily manipulated. The fact stays that public administration has witnessed several attempts for reforms, unsuccessfully. Thus, the paper also discusses the causes for such an inability as well as the requirements for a successful one. A functional and effective institutional structure and network is necessary for a functioning governance and economic development. A complex state structure is sucking the funds right underneath the social, health, educational and other sectors that are fewer priorities due to the financial burden caused by unnecessary administrative wages. All of these interconnected, interrelated and co-existent institutions are also dependent on a political consensus guided by effective leadership that would provide necessary coordination between the existing administrative bodies on different levels of the government. The status quo is unstable and causes a loss in credibility of the state that thus loses power. With the economic instability 5 Strategijareformejavneuprave u Bosni i Hercegovini: www.parco.gov.ba; Uredkoordinatoraza reformu javneuprave i Akcioni plan 1 uz Strategijureformejavneuprave u Bosni i Hercegovini.Translateddocument(accessed on http://www.adsfbih.gov.ba/uploaded/posebnidokumenti/PAR_strategija_hrvatski.pdf ) 6 Ibid 3 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo arises the political one. Nevertheless, this section of the paper deals with the possibilities to manage the current instable system of public administration, the negative political influence, the economic argument for effective reforms, alternatives and the measures needed for strengthening the state structure through reforms and new arrangements that would include economic development. According to the European Commission report (2010) 7, in regards to the sector of public administration, the reforms in this sector are crucial and “top priority” of the European partnership”, suggesting that there has been some advancements in regards to the reforms. Further on, the “resources have been allocated for conducting the reforms but the resources for the necessary requirements are insufficient in terms of entities and cantons, except Brcko district. In addition, there is no, or limited state capabilities to have an impact on this process” adding that political will and more funds are crucial for this arrangement and the success for the reforms of public administration. The document further on suggests that the institutional and “administrative structure is still incapable to respond efficiently to the requests of the European integration” as well as confirming that “the state institutional structure is too big, divided…. and with no clear understanding of jurisdictions on different levels of the government”. Nevertheless, there has been certain development in terms of communication. A unique information system has been adopted for governing human resources. Naming of certain offices are still lacking due to political tension, which prove to be the main issue in fulfilling the reforms. Further on, due to a complex institutional structure, the report emphasizes the need for “transparent procedures of employment based on success and a system of modern career promotion.” Analyzing the report from a year ahead (2010)8 there is a noticeable difference and the lack of enthusiasm for further development. The document9 further states that although the “office of the Coordinator for reforms (PARCO) has enough human and financial resources for coordination and monitoring of the strategy… but on the entity and cantonal level... the resources are still insufficient “. Thus, a clear pattern of unwillingness and low state power and the lack of “executive jurisdiction” limit the success of the reform and the process of the strategy for reforms in the public administration sector. Further on, the report states that “Bosnia and Herzegovina has not witnessed any advancements in administrative (institutional) capacities” as well as the fact that the institutional structure is too “big, divided and with no clear control and jurisdiction overlapping” in terms of different levels of the government. It is necessary to highlight the inefficient development in terms of “professional and polities state administration” and continues to emphasize the issue of communication in terms of “unique information system for management of human resources” that the state has stopped using. Further “strengthening state institutions are made difficult with the development of polarized laws about state institutions in the Federation, where they predict the creation of new agency for state service on the cantonal level… that would cause more risks and further divide the system of state service throughout the country.”10 To conclude that, according to the report of the European Commission in 2011, there still lacks sufficient political will as well as coordination 7 European Commision „Report of the progress in Bosnia and Herzegovina 2010“, p.10, (accessed on http://ec.europa.eu/enlargement/pdf/key_documents/2010/package/ba_rapport_2010_en.pdf) 8 European Commision „Report of the progress in Bosnia and Herzegovina 2010“, p.10, (accessed on http://ec.europa.eu/enlargement/pdf/key_documents/2010/package/ba_rapport_2010_en.pdf) 9 Ibid 10 Ibid 4 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo structures for entities and cantons. The report suggests that new measures should be taken to overcome this issue in terms of a more “professional, responsible, transparent and efficient state service based on the professional criteria and responsibility.” Public Finances and the Administrative structure JospehStiglitz11 has defined the public finances as „the finances of the many that a small group of people deal with“. Of course, public finances are usually regarded as a discipline that secures the functioning of the state executive, legislative and judicial organs by providing the necessary financial requirements. Thus, the process of collecting public revenues, their distribution and spending or economic activity of the state is called public Finance. Politics of state income and expenditure of a country is a fiscal policy that governs how revenues will be collected and how it will be deployed. One of the most important issues is the amount of participation of public revenue and expenditure in total newly created values, ie. gross domestic product during the calendar year. Defining the term “public administration” regards the “implementation of government and public policies trough and academic study of preparing civil servants for working in public sector.”12As a "field of inquiry with a diverse scope" its "fundamental goal... is to advance management and policies so that government can function."13 For the purposes of this paper, according to FeridOtajagić, public administration would best be defined as: a) Natural activity carried out by various parties – functionally defining the concept of administration, and the type b) Type of organization - defining the concept of organizational management.14 The extent to which it points is called Fiscal burden and what is the ratio of all fiscal levies (taxes, contributions, tax, customs, etc.) in relation to the gross national product, and is expressed as a percentage of gross domestic products. After understanding the terminology in use, further assumption involving the reform would present in the field of public finances. Thus, the reform would involve the process of “harmonizing the creation of the budget on all levels of the government... in the next three years that at the same time presents a proposal for a global fiscal framework.” 15 Addressing the constitution of Bosnia and Herzegovina, authority has been provided for an internal organization within the entities and lower level of the government, each entity has been given the political “power” for internal organization for the government and institutions, thus the institutional structure and arrangements of each entity is different. Each administrative level of the government provides and governs within its own budget area16: “budget of the common institutions of B&H, the budgets of the entities of the Federation of Bosnia and Herzegovina and the Serbian Republic, the budget of the Brcko District, cantonal budgets and budgets of municipalities. Executive government institutions in Bosnia and Herzegovina Presidency of B&H (3), the Council of Ministers (the chairman and nine ministers) and deputies of the entity (RS president and two vice presidents, Federation - the president and two vice11 Joseph Eugene Stiglitz, (born February 9, 1943) is an American economist and a professor at Columbia University. 12Random House Unabridged Dictionary (accessed on http://dictionary.infoplease.com/public-administration) 13Eds Jack Rabin, W. Bartley Hildreth, and Gerard J. Miller.Handbook of Public Administration. 1989: Marcel Dekker, NY. p. 3 14FeridOtajagic, SavremeneTendencije u JavnojUpravi,AnaliPravnogfakulteta br.10, god. 5. (accessed on http://prf.unze.ba/v2/docs/anali/godina_5_broj_8/10%20Otajagic.pdf ) 15 Cenić, S. (2011). Budžet institucija Bosne i Hercegovine i međunarodnih obaveza Bosne i Hercegovine. Bosnia and Herzegovina: Friedrich-Ebert-Stiftung. Preuzeto 01.03 2013. iz http://www.fes.ba/publikacije/2012/Budzet/s_cenic.pdf, translated from Bosnian 16 ibid 5 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo presidents), government entities (RepublikaSrpska Prime Minister and 16 ministers, Federation - Prime Minister and 16 ministers), Canton (ten cantons of FB&H, 10 + 95 prime ministers) and the Brcko District (Mayor, Deputy coordinator and 10 heads of departments) and mayors (142 municipalities FBiH-79 + RS 63). Administrative and professional tasks performed by institutions of public administration at the state, entity, cantonal and local level. The executive power of the Brcko District made the mayor and heads of departments.”17 According to the statistics, World Bank document (February, 2012) “Bosnia and Herzegovina: Challenges and Recommendations for Reform - Public Expenditure and institutions, according to data during the reconstruction period (1996th to 2002nd)”18 Revenue growth after the introduction of VAT, the government in B&H have increased spending since 2007. Rapid increase in public spending, especially public sector and administrative institutional wages and cash transfers, resulted in a fiscally unsustainable situation, which has led to a recession in 2009, while public spending is again exceeded 50 percent of GDP (is around 53%). When addressing the issue of an unnecessary budget overload, according to the Agency for Statistics of B&H (Monthly Report, August, 2011)19 shows that the sector of public administration and defense - compulsory social insurance in B&H with 72,406 employees located at the third position in the number of employees, with the number of workers in this field increased by 2.3 percent compared with the same period last year. Of this number, 21,400 were employed in the institutions of Bosnia and Herzegovina. During the 2011th year, the salaries of the budget is expended the sum of 520 million marks, and for other expenses such as per diem or representations are 110 million marks from the budget. This is a significant budget burden which in the end proves to be one of the biggest consumers, not only in the state of B&H, but also in Europe (comparing the overall percentage of demography, financial data etc.) Conclusion Bosnia and Herzegovina has a specific and very complex constitutional and legal system which remains inefficient and is subject to different political and financial interpretations. Current constitutional system resulted in legal particularism and very complicated decision-making process at all levels of governance. All above mentioned has contributed to the delay in structural reforms and reduced the state capacity to make any progress. The existing situation can be overcome with a strategy of providing the state with more legitimate authority over other levels of governance and by redefining the most basic interests of the current constitutional system based on the Dayton agreement. Also the boundaries of state institutions that are smothering the financial, economic as well as the political system, there is a dire need for institutional reforms that would transfer the existing financial burden to efficient and more effective state governance. 17 18 ibid Izazovi i preporuke za reforme, Pregled javnih rashoda i institucija.(2012) World Bank Document. Preuzeto od http://siteresources.worldbank.org/INTBOSNIAHERZ/Resources/BHPEIR2012IzazoviPreporukeZa Reforme.pdf 6 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo References Cenić, S. (2011). Budžet institucija Bosne i Hercegovine i međunarodnih obaveza Bosne i Hercegovine. Bosnia and Herzegovina: Friedrich-Ebert-Stiftung. Preuzeto 01.03.2013 iz http://www.fes.ba/publikacije/2012/Budzet/s_cenic.pdf Commission, E. (2010). Report of progress in Bosnia and Herzegovina 2010. European Commission. Preuzeto od Eds Jack Rabin, W. B. (1989). Handbook of Public Administration. New York: Marcel Dekker. http://ec.europa.eu/enlargement/pdf/key_documents/2010/package/ba_rapport_2010_en.pd f Otajagić, F. (2005). Savremene Tendencije u Javnoj Upravi. Anali Pravnog Fakulteta br.10, 265-286. Robbers, G. (2007) Encyclopedia of World's Constitutions, Facts on File Inc, TheGeneral Framework AgreementforPeace in BosniaandHerzegovina Vijeće Ministara BiH(2004). Strategija reforme javne uprave u Bosni i Hercegovini. Bosna i Hercegovina: Vijeće ministara Bosne i Hercegovine. Preuzeto 24. 2 2013 iz www.parco.gov.ba World Bank Document (2012), Bosna i Hercegovina: Izazovi i preporuke za reforme, Pregled javnih rashoda i institucija.. Preuzeto od http://siteresources.worldbank.org/INTBOSNIAHERZ/Resources/BHPEIR2012Iz azoviPreporukeZaReforme.pdf 7 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1622 Title A name given to the resource Institutional Reforms as Requirement for Efficiency and Functionality in the Governance of Bosnia and Herzegovina Author Author BALIHODŽIĆ, Kemal ORUČ, Esad Abstract A summary of the resource. The aim of this paper is to emphasize the problems of state governance regarding constitutional structure of Bosnia and Herzegovina and economic inefficiencies as a consequence of an overloaded, jaded and complex state structure. In addition, the paper analyzed how the system can be accommodated to provide more state powers, credibility and accountability in regards to lower state levels to overcome and prevent bad business conditions, legal and political particularism. The institutional overlapping can be overcome with a strategy of providing the state with more legitimate authority over other levels of governance and by redefining the most basic interests of the current constitutional system based on the Dayton agreement. Thus, presenting valuable argument and solution for addressing institutional reforms and/for economic development. Keywords: State Governance, Institutional Reform, State Structure, Political System, Economic Development, Legal Particularism. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 978-9958-834-23-3