Book chapter published with Springer August 12, 2009
Posted by mihaskerlavaj in book chapter, organizational learning.Tags: Croatia, Miha Škerlavaj, multi-group structural equation modeling, organizational learning, organizational performance, Slovenia, Vlado Dimovski
comments closed
Fresh from the oven, a book chapter Škerlavaj, M., Dimovski, V. (2009): Organizational Learning and Performance in Two National Cultures: A Multi-group Structural Equation Modeling Approach was published in a book King, W. (2009): Organizational Learning and Knowledge Management, Annals of Information Systems Series, Springer.
This chapter examines the impact of organizational learning on organizational performance in two countries. Using a multi-group structural equation modeling approach on data from 203 Slovenian and 202 Croatian companies, it tests the impact of the organizational learning process on financial and non-financial performance (NFP). The results show consistent findings between both countries under investigation (which vary only in terms of effect strength). First, the organizational learning process connects information processing with behavioral and cognitive changes. Second, organizational learning has a very strong direct impact on NFP (reflecting performance from employee, supplier, and customer points of view). Third, the effect of organizational learning on financial performance (measured in terms of return on assets and value added per employee) is also positive and strong, but indirect and exhibited through NFP. Finally, no direct effect on financial performance has been observed in any of the two cases. This paper advances the theory and practice of organizational learning by uncovering one specific aspect of the context in which organizational learning processes occur. It is the first of its kind to control for the contextual variables of national culture and economic development regarding the organizational learning – performance link.
Transactional and transformational leadership impacts on organizational learning June 1, 2009
Posted by mihaskerlavaj in journal, leadership, organizational learning.Tags: Hugo Zagoršek, Miha Škerlavaj, organizational learning, transactional leadership, transformational leadership, Vlado Dimovski
comments closed
We have just published a new SSCI ranked article – Zagoršek, H., Dimovski, V. Škerlavaj, M. (2009): Transactional and Transformational Leadership Impacts on Organizational Learning, Journal of East European Management Studies, 14(2): 144-165. Here is the abstract:
This study empirically relates two important areas of management research: the full-range theory of leadership and the organizational learning process. Specifically, this contribution addresses three issues: (1) the impact of transformational leadership and (2) transactional leadership on the organizational learning process, and (3) whether the influence of transformational leadership is stronger than the influence of a transactional type of leadership. For measurement purposes, the article combines the Multi-Factor Leadership Questionnaire (MLQ) with the Organizational Learning and Information Management Processes (OLIMP) measurement instrument. Building upon data from 753 employees in Slovenia at the organizational-unit level and applying a structural equation modelling methodological framework, the results indicate that transformational leadership has a strong impact on all four constructs of organizational learning: information acquisition; information distribution; information interpretation; and behavioural and cognitive changes. A direct impact is evident only regarding information acquisition and behavioural and cognitive changes, while leadership styles have an indirect effect on information distribution and information interpretation. The magnitude of the total effect ranges from .61 to .79. Interestingly, contingent reward leadership has an equally strong and positive impact on organizational learning, with effect magnitudes similar to those for transformational leadership. This finding provides empirical confirmation of the contingent perspective on leadership and learning (Vera/Crossan 2006) which claims that the most effective strategic leaders will be those best able to function in both transformational and transactional modes, depending upon the situation.
In memoriam: We would like to dedicate this article to Hugo Zagoršek (1977-2008), who tragically passed away shortly after the completion of this work.
Exploratory study of organizational learning network within a Spanish high-tech company December 15, 2008
Posted by mihaskerlavaj in journal, learning networks, organizational learning, social network analysis for management.Tags: Dimovski, Fátima, Guadamillas Gómez, high-technology company, Jesús David, learning network, Miha, Proceedings of Rijeka Faculty of Economics – Journal, Sánchez de Pablo González del Campo, Spain, Vlado, Škerlavaj
comments closed
My research efforts related to studying organizational learning networks are becoming more and more international. This time we published a paper together with Spanish colleagues from University of Castilla-La Mancha. The paper citation is Sánchez de Pablo González del Campo, Jesús David; Guadamillas Gómez, Fátima; Dimovski, Vlado; Škerlavaj, Miha (2008): Exploratory Study of Organizational Learning Network in a Spanish High-tech Company, Proceedings of Rijeka Faculty of Economics – Journal of Economics and Business, 26(2): 257-277.
Here is the abstract:
The paper presents an exploratory study of the intra-organizational learning network in the context of a Spanish high-tech company. It expands the generalization of the network perspective to intra-organizational learning. Based on an exploratory social network analysis, we formulated four propositions that will be developed and contrasted in a later confirmatory study. First, the exploratory analysis demonstrates the importance of industry experience and tenure within the company as a common denominator of most central employees within learning networks. Second, similarity in terms of experiential level breeds mutual learning. Third, complementarity of knowledge is important for the formation of learning ties. Fourth, physical proximity creates opportunities to learn. Future research will need to test these four propositions in a confirmatory study.
Proceedings of Rijeka Faculty of Economics – Journal of Economics and Business is a new SSCI ranked journal (indexed since July, 31 2008).
Research seminar in Cardiff & Bath October 1, 2008
Posted by mihaskerlavaj in invited lectures, learning networks, organizational learning.Tags: Cardiff Business School, learning networks, organizational learning, University of Bath
comments closed
For those of you who will be around Cardiff Business School (18.5.2008) or University of Bath (20.5.2008), here is a research seminar that I’ll give: “Organizational learning: Why and how?“.
Article published in TIBE June 24, 2008
Posted by mihaskerlavaj in organizational learning.Tags: Croatia, Dimovski Vlado, Hernaus Tomislav, organizational learning, organizational perforamnce, Škerlavaj Miha
comments closed
The SSCI publications just keep on comming! This time it is Hernaus, T., Škerlavaj, M., Dimovski, V. (2008): Relationship between Organisational Learning and Performance: The Case of Croatia, Transformations in Business and Economics, 7(22).
The focus of the paper is on the examination of organisational learning (OL) process and its link with organisational performance (OP) which was determined through operationalised OL and OP constructs. The research involved 202 Croatian companies employing more than 50 people. Besides determining the linkage between organisational learning and organisational performance, the research task was to determine which organisational performance measurement variables are the most and the least important, and even further, to identify the best and the worst predictable OP measurement items for each organisational learning variable. The most important finding of the study is the empirical evidence about exsistence of strong, statistically significant, positive relationship between organisational learning and organisational performance. In another words, organisations with development of their learning processes congruently increase their performance. The research also showed that employees’ measures are the most strongly related with organizational learning process.
Comparison of two learning networks published in JASIST May 21, 2008
Posted by mihaskerlavaj in learning networks, organizational culture, organizational learning.Tags: Dimovski Vlado, JASIST, learning network, Pahor Marko, two-company comparison, Škerlavaj Miha
comments closed
I am proud to announce yet another paper that was accepted for publication in top-notch journal: Pahor, M., Škerlavaj, M., Dimovski, V. (Forthcoming): Evidence Supporting the Network Perspective on Organizational Learning. Journal of the American Society for Information Science and Technology. Here is the abstract:
The paper provides evidence for the network perspective to organizational learning on the cases of two companies different in size, industry and culture. It builds on an earlier paper that introduced the network perspective to organizational learning and proposes some common traits of the learning networks and tests them with the help of the tools of social network analysis. We find support for the network perspective to organizational learning. There are some traits of the learning network that are common to very different companies, like the fact that learning occurs mainly in clusters. Some other traits depend much on the organizational culture.
JASIST is an international, SCI ranked peer-reviewed journal (2006 IF 1.555) which serves as a forum for new research in information transfer and communication processes in general, and in the context of recorded knowledge in particular. Concerns include the generation, recording, distribution, storage, representation, retrieval, and dissemination of information, as well as its social impact and management of information agencies (JASIST, 2008).
Review chapter on organizational learning and performance April 25, 2008
Posted by mihaskerlavaj in book chapter, organizational learning.Tags: literature review, organizational learning, performance
comments closed
Hot from the oven! A new book Koohang, A., Harman, K, & Britz, J. (2008). Knowledge Management: Research and Applications, Informing Science Press was just published. As a part of it, Dimovski, V., and Škerlavaj, M. (myself 
) published a review chapter Organizational Learning as the Key Towards Improved Organizational Performance.
It provides a systematic overview of empirical literature on the impact of organizational learning on performance for the period 1990-2006. It also identify methods used and schools of thought (and measurement). The chapter also provides directions for future research that should take into consideration context, multi-levelness, and network perspective to organizational learning.
The hard copy version of the book can be obtained from Informing Science Press, while e-book will be soon available from Google Books (free of charge).
Two interesting papers on learning networks, culture and assessment of the learning organization March 3, 2008
Posted by mihaskerlavaj in learning networks, organizational learning.add a comment
Browsing around management literature, I’ve stumbled upon two most interesting pieces that very much correspond to the line of work that myself and my research group are working on.
The first, Liebowitz, J. (2008): ‘Think of others’ in knowledge management: making culture work for you, Knowledge Management Research & Practice, 6, 47-51, stresses the importance of shifting from a knowledge-hoarding to a more knowledge-sharing culture. In particular, it calls upon using social network analysis in the KM field as a techniques to study learning (knowledge flows) within organizations. Obviouslly, the area of intra-organizational learning networks, is truly gaining a momentum.
The second, Garvin, D. A., Edmondson, A. C., Gino, F. (2008), Is Yours a Learning Organization?, Harvard Business Review, March 2008, 109-116, aims to popularize a learning organization within practitioner community by offering comprehensive assessment tool that concentrates on three elements: (1) a supportive learning environment, (2) concrete learning processes and practices, and (3) leadership behaviour that reinforces learning.
Comparative study of organizational learning in Slovenia, Croatia, and Malaysia January 31, 2008
Posted by mihaskerlavaj in organizational learning.Tags: comparative study, Croatia, Expert Systems with Applications, Malaysia, organizational learning, Slovenia
add a comment
I’m proud to annouce new SCI indexed publication to be issued in May 2008:
DIMOVSKI Vlado, ŠKERLAVAJ Miha, KIMMAN Mok, HERNAUS Tomislav: Comparative Analysis of the Organisational Learning Process in Slovenia, Croatia, and Malaysia. Expert Systems with Applications, 2008, 34 (4), pp. 3063-3070.
The study compares organizational learning process in 203 Slovenian, 202 Croatian, and 300 large and medium-sized Malaysian companies. The results show that all three countries under scrutiny are closest in terms of behavioural and cognitive changes, meaning that globalisation and other challenges of the modern business environment demand all of them to change and adapt quickly. However, the ways they are coping with these challenges are different. There are more similarities than dissimilarities between Slovenia and Croatia, while this is not the case when comparing both countries to Malaysia. When acquiring information, Slovenian and Croatian companies rely more on internal sources (own employees, past decisions, etc.), while Malaysian companies tend to rely more on external sources and more often have employees dedicated to searching for external information. When trying to interpret the information acquired, Slovenian and Croatian companies rely more on personal contacts, informal team meetings and believe that information given to subordinates must be simple and concise, while Malaysian companies tend to use more formal collective decision-making and written communication to understand the meaning of information.
Here is the full text: ESWA 2008 paper
