Tags: culture, innovation, organizational learning, South Korea
Most glad to be able to say that the paper we wrote with my South Korean colleagues on organizational learning culture and innovation seems to be of relevance to the research community. The paper Škerlavaj, Song, & Lee (2010): Organizational Learning Culture, Innovative Culture and Innovations in South Korean Firms, Expert Systems with Applications made it to the SSRN Top 10 all times within the category Innovation and Organizational behavior.
Lea and Matej in the spotlights April 25, 2013Posted by mihaskerlavaj in awards.
Tags: Academy of management journal, creativity, knowledge hiding, Lea Pfajfar, Matej Černe, non-technological innovation, organizational networks, work engagement
As a mentor I can say, that this is truly a rewarding role. Especially at times like these, where excellent news on my protegees just keep on coming. In was few days ago, when mag. Lea Pfajfar got an award as the Slovenian HR hope 2013 for her master thesis on work engagement and the role of organizational networks and job design. That was in addition to the runner-up award at the Student Business Conference.
Yesterday, dr. Matej Černe was officially promoted to the PhD title at the University of Ljubljana ceremony. It is worth to mention, that Matej is the first Slovenian ever to publish as the first author in Academy of Management Journal and one of four that ever managed to do so.
Publication in JIM March 28, 2013Posted by mihaskerlavaj in CERINNO, individualism - collectivism, innovation, national culture.
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There is a new publication available on the topic of innovation and national cultures, presented by my colleagues (including my-humble-self): Černe, M., Jaklič, M., & Škerlavaj, M. (2013): Decoupling management and technological innovations: Resolving the individualism–collectivism controversy, Journal of international management. Given the fact that individualism (or collectivism) is a rather visible and important feature of national cultures for the innovation process, it was surprising for us how contradicting the findings from previous research actually were. So we decided to fine-tine the understanding of innovation, utilize as vast as possible international datasets and got some interesting findings, we believe. Abstract:
This study aims to resolve the contradictory previous research findings on the relationship between individualism–collectivism and innovation. We draw on innovation theory and relate to the difference between non-technological (management) and technological innovation types as well as to the distinction between exploration and exploitation (invention and commercialization of technological innovations). Using Community Innovation Survey (CIS) 2006 micro data for innovation at the organizational level in 13 countries – along with, GLOBE (2005), and scores for individualism–collectivism – we apply Hierarchical Linear Modeling (HLM). The results indicate that individualism is positively related to the invention phase, whereas collectivism is beneficial for the commercialization of innovative ideas. Furthermore, in collectivistic cultures, management innovation plays a more important stimulating role in enhancing technological innovation than it does in individualistic ones. This provides the managers with an idea of when innovation processes in their companies would be more favorable versus detrimental.
Comments, ideas, suggestions, most welcome!
Tags: Chunke Su, Meikuan Huang, Miha Škerlavaj, organizational learning culture
I’d like to announce the following publication: Miha Škerlavaj, Chunke Su, Meikuan Huang: The moderating effects of national culture on the development of organizational learning culture: A multilevel study across seven countries, JEEMS, 18(1): 97-134. Below is the abstract:
This study examines the moderating effects of national culture dimensions (Hofstede 1980) on three key elements in the development of organisational learning culture: information acquisition, information interpretation and behavioral and cognitive changes. Data were collected from 1333 companies in three CEE countries (Slovenia, Croatia, Macedonia) and other regions. The results showed that four national cultural dimensions (power distance, individualism, masculinity, and uncertainty avoidance) had no significant moderating effects on the relationship between information acquisition and information interpretation. However, the relationship between information interpretation and behavioral and cognitive changes was positively moderated by power distance, and negatively moderated by individualism, masculinity and uncertainty avoidance.
Konferenca FEEL – napovednik March 5, 2013Posted by mihaskerlavaj in conferences, creativity, innovation, leadership.
Tags: inovativno delo, Matej Černe, Miha Škerlavaj, organizacijska klima, ustvarjalno delo, voditeljstvo
12. junija 2013 bom v okviru FEEL konference predaval na temo vloge voditeljev pri oblikovanju organizacijske klime za ustvarjalno in inovativno delo. Prispevek sva pripravila skupaj z Matejem Černetom, povzetek pa sledi:
V vedno bolj dinamičnem in negotovem poslovnem okolju so organizacije odvisne od ustvarjalnih idej posameznikov. Ustvarjalnost je temeljni dejavnik, ki služi kot odskočna deska za inovativnost posameznikov, skupin in organizacij. Zasledovanje ustvarjalnosti in inovativnosti je etično do vseh deležnikov organizacij – zaposlenih, partnerjev, lastnikov in družbe. Inovacije namreč vodijo v višjo dodano vrednost zaposlenih, spodbujajo rast in razvoj podjetij, ekonomski napredek in vodijo v večjo blaginjo družbe kot celote. Pri spodbujanju ustvarjalnosti zaposlenih in pretvarjanju le-te v inovativnost seveda igrajo veliko vlogo voditelji. S svojim delovanjem spodbujajo ustrezno organizacijsko klimo za ustvarjanje in udejanjanje idej. Primerna organizacijska klima mora uravnotežiti tako sodelovanje in razvoj (mojstrstvo), kot tudi poudarjati doseganje ciljev (uspešnost). Poleg spodbujanja tovrstne klime in zagotavljanja ustreznega motivacijskega mikro-okolja (pomen, avtonomija in mojstrstvo) morajo voditelji izražati podporo ustvarjalnim idejam in zagotoviti resurse za njihovo izvedbo. Velja biti pozoren tudi na organizacijske realnosti, ki se jim moramo pri etičnem voditeljstvu izogibati oz. jih preprečevati – npr. skrivanju znanja in pretiranem izražanju posameznih stilov vodenja. Tovrstna vedenja namreč vodijo v to, da številne iniciative za spodbujanje ustvarjalnosti v podjetjih ne dosežejo svojih učinkov. Če se destruktivna vedenja pri delu ponavljajo dalj časa, lahko pride do nevarne spirale nezaupanja, kar ima lahko katastrofalne družbenoekonomske, organizacijske in posamezne učinke v smislu zavrte ustvarjalnosti in inovativnosti.
Publication in the Leadership February 20, 2013Posted by mihaskerlavaj in creativity, innovation, journal, leadership.
Tags: authentic leadership, creativity, innovation, Marko Jaklič, Matej Černe, Miha Škerlavaj, multilevel
For those of us interested in leading creativity and innovation, there is a new publication of ours, fresh from the oven: Černe, M., Jaklič, M., & Škerlavaj, M. (2013): Authentic leadership, creativity, and innovation: A multilevel perspective, Leadership, 9(1): 63-85.
This study aims to propose and empirically test a multilevel model of cross-level interactions between authentic leadership and innovation at the team level, and perception of support for innovation and creativity at the individual level. We use data from 23 team leaders and 289 team members in a Slovenian manufacturing and processing firm engaged in producing innovative products and customer solutions and conduct a multilevel analysis using hierarchical linear modelling (HLM). The results indicate that whereas perceived team leaders’ authentic leadership directly influences team members’ individual creativity and team innovation, the impact of self-ascribed team leaders’ authentic leadership was not significant. In addition to that, the relationship between team leaders’ authenticity and creativity is mediated by perception of support for innovation. Using a multilevel approach, this is the first study to our knowledge to quantitatively examine the relationship between authentic leadership and creativity and innovation. In addition, unlike previous research on related topics that relied solely on one source of information, we examine authentic leadership with empirical data gathered from both team leaders and their employees.
Your ideas, comments more than welcome!
Center for innovation research (CERINNO) February 8, 2013Posted by mihaskerlavaj in CERINNO, COBIK, innovation.
As the head of the Center for innovation research (CERINNO) @ Center of Excellence for Biosensors, Instrumentation and Process Control, I would like to announce a new webpage that we just released. We would like to serve as a hub for applied and basic innovation research at both micro and macro levels. Welcome to communicate and cooperate with us!
Publication in the AMJ January 4, 2013Posted by mihaskerlavaj in creativity, journal, knowledge hiding.
Tags: Anders Dysvik, Christina Nerstad, creativity, knowledge hiding, mastery climate, Matej Černe, Miha Škerlavaj, performance climate
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Thanks to a wonderful group of co-authors and friends from Slovenia and Norway, amazingly developmental feedback from the three anonymous reviewers and AMJ associate editor Adam Grant, we got accepted our first Academy of Management Journal publication:
ČERNE, Matej, NERSTAD, Christina, DYSVIK, Anders, ŠKERLAVAJ, Miha (Forthcomming): What goes around comes around: Knowledge hiding, perceived motivational climate, and creativity. Academy of Management Journal.
Here is the abstract for those interested:
Knowledge hiding prevents colleagues from generating creative ideas, but it may also have negative consequences for the creativity of the knowledge hider. Drawing on social exchange theory, we propose that when employees hide knowledge, they trigger a reciprocal distrust loop in which coworkers are unwilling to share knowledge with them. We further suggest that these effects are contingent on the motivational climate such that the negative effects of hiding knowledge on one’s own creativity are enhanced in a performance climate and attenuated in a mastery climate. A field study of 240 employees, nested into 34 groups, revealed a negative relationship between knowledge hiding and the knowledge hider’s creativity as well as the moderating role of a mastery climate. Study 2 replicated these findings in an experimental study of 132 undergraduate students, testing a reciprocal distrust loop and comparing it with an alternative intra-psychic explanatory process based on situational regulatory focus. Implications for practice and future research are discussed.
You never forget your first time!
Prijetno popoldne inovativnosti pri gazeli Lotrič meroslovje December 10, 2012Posted by mihaskerlavaj in creativity, innovation.
Tags: CERINNO, COBIK, inovativnost, Lotrič meroslovje
V petek sem imel (v vlogi vodje Centra za raziskave inovativnosti CERINNO) čast in veselje udeležiti se dogodka poimenovanega Prijetno popoldne inovativnosti. V prelepem okolju zasnežene selške doline nas je gostilo podjetje Lotrič meroslovje d.o.o., slovenska gazela z izjemno organizacijsko kulturo. Številnimi zanimive prakse spodbujanja inovativnosti svojih zaposlenih se odražajo v več kot desetih predlogih izboljšav in inovacij na zaposlenega. Spodbudno okolje!
7. Slovenski forum inovacij – okrogla miza November 27, 2012Posted by mihaskerlavaj in COBIK, conferences, creativity, innovation, roundtable.
Tags: SFI, Slovenski forum inovacij
Včeraj se je na Gospodarskem razstavišču v Ljubljani odvijal 7. Slovenski forum inovacij. Na (po moji oceni) zanimivi okrogli mizi smo izmenjali nekaj mnenj o inovativnosti. Takole so zapisali na spletni strani Foruma:
Dogajanje pa je popestrila tudi zanimiva okrogla miza z naslovom »Inovativna Slovenija – slogan, mit ali gradovi v oblakih,« na kateri je moderatorka Edita Cetinski Malnar s priznanimi podjetniki, ki so v praksi večkrat dokazali, da je inovativnost ključ do uspešnega podjetja, razpravljali o izzivih inovativnega življenja. Miha Škerlavaj, raziskovalec in predavatelj z Ekonomske fakultete, Rok Uršič, ustanovitelj visokotehnološkega podjetja svetovnega razreda Instrumentation Technologies, d. d., kreator slovenskega superavtomobila Aljoša Tušek, Tushek Supercars, d. o. o., elektrotehnik z mednarodnim podjetjem Marko Lotrič, Lotrič meroslovje, d. o. o in Devid Palčič, Primorec, ki skrbi za razmah zelenih tehnologij, Robotina, d. o. o. so vsem inovativnim položili na srce, naj bodo proaktivni in drzni, naj jih prav nič ne ustavi, naj neuspeh jemljejo kot motivacijo za nove poskuse, predvsem pa naj zaupajo vase in ohranijo otroško radovednost.