Kreativnost sreča Excel – udejanjanje inovacij

Vabljeni k udeležbi na webinarju o udejanjanju inovacij z naslovom Kreativnost sreča Excel. Predavali bomo Jernej Česen (Outfit7, direktor Ekipa2), mag. Žiga Vavpotič (v vlogi predstavnika projekta Simbioza) in prof. dr. Miha Škerlavaj (EF UL). Gre za dogodek v okviru konferenca Srečni v službi – pozitivna psihologija za boljše življenje. Webinar se začne ob 14h, diskusija v živo pa ob 15h.

Inovacije v poslovnih modelih

V sklopu dogodka Kako do višje produktivnosti smo se mag. Gorazd Lampič (Elaphe, direktor in ustanovitelj), prof. dr. Matej Černe in prof. dr. Miha Škerlavaj (oba (Ekonomska fakulteta Univerze v Ljubljani) z udeleženci delavnice in avtorji akcijskega načrta za večjo produktivnost pogovarjali o vlogi inovacij v poslovnih modelih. Zanimive diskusije in koristni vpogledi.

https://produktivnost.cpoef.si/

Gravitacija #16 – podcast o inovacijski kulturi in psihologiji inovativnosti

V veselje mi je bilo sodelovati kot gost v 16. epizodi Gravitacije, serije podcastov o inovativnosti. Na gospodarski zbornici Slovenije ga gostita dr. Aleš Ugovšek in Miha Goršin. Pogovarjali pa smo se o marsičem. tudi o tem, kaj se lahko organizacije naučijo od Marvela, kakšna je vloga kreativnosti pri inoviranju, kateri so ključni elementi in vodstvene kompetence, ki bistveno pripomorejo k temu, da lahko organizacija ideje z visokim potencialom razvije v uspešne inovacije, kako pomembna je psihološka varnost za inoviranje in rast podjetja ter kakšne oblike vodenja so primerne za uspešno udejanjanje prebojnih idej. Vabljeni k poslušanju.

Avtor fotografije: Tadej Kreft.

Human resource development and performance

Tomislav Hernaus (University of Zagreb), Matej Černe (University of Ljubljana, School of Economics and Business), and myself just published a research article The interplay between relational job design and cross‐training in predicting employee job/task citizenship performance in the journal Human Resource Development Quarterly (top 3 in the field of industrial relations and labor). Above all, we were interested how human resource managers and leaders in general can utilize modern approaches towards training and job design to improve employee performance. Welcome to read and comment.

Abstract: Drawing on a relational perspective to human resource development and management (HRD/M), a multilevel and multisource field study has been conducted examining how HRM practices of job interaction requirements/task interdependence and HRD practice of cross‐training interplay in order to enhance employees’ job/task citizenship performance (JCP). A two‐level research model from a sample of 43 organizations and 535 nested individuals demonstrates that socially enriched jobs (interactive and interdependent), when supplemented with organizational (system‐wide) cross‐training opportunities, increase extra efforts among employees to complete activities which are not part of their in‐role requirements. Thus, by applying a 1‐2‐1 moderation analysis, we offer new knowledge about social and cognitive aspects of human behavior above and beyond the traditional focus on narrowly defined job/task performance. In addition, we explicate how mutual understanding across job positions may practically contribute to achieving superior individual‐level JCP when relational architecture of the workplace is designed.

Intervju v Podobah znanja

Vabljeni k poslušanju pogovora z novinarko Nino Slaček na radiju ARS, ki v oddaji Podobe znanja gosti letošnje prejemnike Zoisovih nagrad in priznanj. Počaščen sem, da se lahko tudi sam podelil nekaj besed o prispevkih znanosti o ravnanju z znanjem in inovativnostjo, ki jih ustvarjamo z mojimi soavtorji. Pogovarjala sva se tudi o tem, kako lahko znanost o organizacijskem vedenju in vodenju prispeva k reševanju najbolj perečih izzivov sedanjosti in prihodnosti.

https://4d.rtvslo.si/arhiv/podobe-znanja/174749565

Digitalna preobrazba – (de)humanizacija dela?

… je naslov decembrske, zadnje letošnje kolumne v Delu. V njej pišem o (navideznem) razpotju, na katerem so se znašle organizacije v času korone. Algoritemski management in nadzor ali zaupanje in humanizacija posla? Odločitev je vaša, posledice bodo vidne tudi v času, ko bo korona le še oddaljen spomin. Vabljeni k branju.

Vir: Škerlavaj, Delo 21.12.2020, https://www.delo.si/mnenja/kolumne/digitalna-preobrazba-de-humanizacija-dela/

Zois recognition 2020

How to establish the age of the oldest preserved wooden wheel in the world? How to create sustainable energy solutions? What is out there in the space? Why do we hide knowledge? How can we continuously innovate? These are some of the research questions recipients of the Slovenian national research and development Zois and Puh awards keep asking themselves. This years ceremony was anything but ordinary. For obvious reasons, interviews, videos, one-on-one award reception at the presidential palace, they were all prerecorded and magically weaved together. For any scientist (by profession or by heart), yesterday’s documentary on RTVSLO 2 must have felt like kid in a candy store. While watching the whole event at the home sofa, I noticed some special sparks in younger pairs of eyes right besides me. Curiosity and wonder – science and research exactly like they are supposed to be.

https://4d.rtvslo.si/arhiv/dokumentarni-filmi-in-oddaje-izobrazevalni-program/174736192

And now, drums please, the Zois recognition the contribution to the world science about knowledge and innovation management goes to … yours truly. Which feels deeply honoring and simply ecstatic. Worth mentioning, science is a team sport. Therefore, my sincere gratitude goes to all of my coauthors, mentors, colleagues, friends and research support staff that made all of this possible in the first place. The list is long and I will do injustice to many. Hope they will find it in their heart to forgive me. Still, I would like to pay special gratitude to the selected few that contributed most in the period to which recognition is given. They are Matej Černe (SEB LU), Arne Carlsen and Anders Dysvik (both BI), Spencer Harrison (INSEAD), Catherine Connelly (McMaster University), and Christina Nerstad (OsloMet) as well as all the wonderful people at School of Economics and Business University of Ljubljana and BI Norwegian business School. Thank you!

http://efnet.si/2020/12/prof-dr-miha-skerlavaj-prejemnik-zoisove-nagrade/

New normal, new leaders? Time for resilience and post-heroic leadership

This is the title of the chapter I wrote for the scientific monograph The virus aftermath: A socio-economic twist (edited by professors Polona Domadenik, Matjaž Koman, and Tjaša Redek from School of Economics and Business University of Ljubljana). The book (ISBN 978-961-6541-61-9) is an impressive collective effort of the editors, whole generation of IMB students at SEB LU, their dedicated mentors, and other authors. Twenty-second year in a row. It features a set of governance, industrial, organizational, and societal topics relevant to scholars and practitioners alike, and aims to navigate the world during and after the virus.

The chapter focuses on COVID-19 as a wicked problem in a multi-dimensional space. It has medical, economic, business, sociological, technological, organizational, environmental, and psychological aspects that need to be considered simultaneously. An important part of the puzzle are inclusive and collaborative forms of leadership (such as post-heroic) that help build resilient organizations, teams and individuals.

Znanost organizacijskega spreminjanja

V današnji Delovi kolumni obravnavam tri mite in znanstvena spoznanja organizacijskega spreminjanja. Prvi mit je, da so spremembe edina stalnica. Drugi, da se ljudje po pravilu upiramo spremembam. Tretji pa, da nas za spremembe motivirata korenček in palica. Raziskave nas učijo, da organizacije in posamezniki potrebujemo tako spremembe kot tudi stabilnost. Raziskave kažejo, da je tipov odnosov do sprememb več in nas podučijo tudi kako naj se jih lotevamo glede na velikost sprememb. Napredne poslovne organizacije se ravno tako zavedajo izsledkov raziskav in dejstva, da je posel z visoko dodano vrednostjo vedno bolj kolektiven šport. Temu morajo slediti tudi dejanja. Znaten delež Fortune 500 podjetij tako v zadnjem desetletju prehaja od sistemov nagrajevanja po individualni uspešnosti k sistemom nagrajevanja z visokimi bazičnimi prejemki in nagrajevanjem po kolektivni uspešnosti. Za res velike korake naprej nas ne motivira korenček niti nas ne prestraši palica. Vabljeni k branju.