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Current developments in the global financial flows significantly affect the behaviour and performance of banks. Dynamic, unpredictable, and turbulent environment factors relativize the specific position of the banks and demand their active attitude towards the environment. From the moment the banking operations assumed a global character, banking crises became a global phenomenon. Therefore, the identification and analysis of the causes of banking crises is the initial step in solving them. The paper deals with the causes of banking crises, both traditional and the ones resulting from the development of financial innovations. The aim is to identify the identical causes, determine the essential differences, and measure the depth and length of the adverse effects of banking crises. By analysing the selected representative crises, the authors conclude that they can cause problems of varying impact on the financial and the economic system, depending on the speed of the measures taken to stop them. Accordingly, the basis has been created for a rational and relevant verification of the effects arising from the timely actions taken to remedy individual banking problems and resolve systemic banking crises. [ABSTRACT FROM AUTHOR]

Performance measurement is the key component of the economic system of an enterprise. Modern business environment imposes the need to continuously find and define new concepts and models of performance measurement in order to increase the overall efficiency of the enterprise. The recession and the related economic and production difficulties the enterprises are currently facing require a deep reconsideration of the business models and managerial approaches adopted to increase the enterprises' growth and value creation. The efforts of modern management in the 21st century have been aimed at developing a wide range of models that allow managers to control, understand, and coordinate the functions of enterprises' value chain as well as integrating the models in accordance with the strategic perspective, such as the balanced scorecard (BSC) model. This paper attempts to integrate the BSC model and the analytic network process using selected enterprises in Serbia as the example. The findings of the study will show that the strategy selection is the result of the total performance calculated according to individual performance scores based on four different interrelated perspectives: financial, customer, internal business processes, and learning and growth. [ABSTRACT FROM AUTHOR]