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In today's knowledge-based business environment, intellectual capital (IC) is considered as an important contributor to project success. The aim of this paper is to question whether and, if so how, IC components (human, structural and relational capitals) influence project performance in the banking sector. Results show that all components of IC matter for project performance. More precisely, results demonstrate that a fair proportion of project performance (49.9%) is accounted for human, structural and relational capital. The study contributes to IC theory by analysing its implementation in project management and banking industry. Moreover, practical contribution of this study is that intellectual capital, with the emphasise on structural capital, is crucial for project and service-oriented sectors such as banking sector.

This paper aims to examine the relationship between the managerial perception of human capital, innovations, and bank performance. We specifically sought to examine the influence of human capital on bank performance, by introducing the factors of innovation speed and quality. The study was taken in the Serbian banking industry, with the focus on the perception and the viewpoint of CEOs and general managers of different departments. We used a two-phase survey to design the questionnaire and the correlation and regression analyses to examine our hypotheses. Our findings propose that, from managers’ perspective, human capital is critical to the success of banks, and that innovation speed is more influential than its quality. The backward multiple regression model shows that human capital and innovation speed account for 67.5% of the variability of the bank performance. The findings of this research can contribute to bank management policies by revealing how to enhance bank performance by focusing on human capital and innovation agility and readiness. The proposed research model could potentially be implemented in other sectors and industries to hopefully endorse the significance of the detected relationships.

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This study explores the impact of perceived top management involvement and knowledge sharing on perceived project performance. Relationships are examined from a sample of CEOs, directors and project managers from one large international bank in Serbia. Our results confirm that the “human factor” is critical to project success because perceived top management commitment exerts the most relevant direct relation, in addition to having an indirect relation through perceived knowledge management. Moreover, a nontrivial proportion of perceived project success (35%) is explained through perceived top management involvement and knowledge sharing.

Failure of public services has been a vividly debated topic in both theory and practice of public administration. Surprisingly, only a handful of scholarly papers have empirically examined the failure management practices and provided any useful tools and techniques for managing the failure. The aim of this paper is to explore the ways in which central government administration manages the failure and how it affects the quality of their services. The study collected 568 responses from the political appointees and career civil servants across a wide range of ministries and central government agencies in the Republic of Serbia. The results indicate that the analysis of failure plays a pivotal role in the learning process and ultimately leads to the improvement of public service quality.

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