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Virtual Special Issue: Good organization in Management Learning September 29, 2016

Posted by mihaskerlavaj in learning organization, prosocial motivation.
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management_learningWhat is good organization and how do we pursue it as practitioners, students and scholars of organizations? That is the theme for this virtual special issue in Management Learning. Good organization is a theme of perennial relevance; a topic defined more by the ethical vitality of how we entertain a set of open-ended and contested questions than a body of knowledge with final answers. Recently this set of questions have moved from issues of excellence and innovation to matters of corporate social responsibility and sustainability, and from there to renewed interest in prosocial motivation, giving behavior at work and to compassion and care as burgeoning research fields of their own.

To read the full introduction, please click here.

– Arne Carlsen, Miha Skerlavaj and Anders Dysvik

Job crafting – where does it come from and what can leaders do about it? August 27, 2016

Posted by mihaskerlavaj in job crafting, job design, leadership.
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Job crafting HRM 2016

Welcome to read and comment our recent research piece on autonomy, job crafting, and leadership – Sut I Wong, Miha Škerlavaj and Matej Černe (2016): Build Coalitions to Fit: Autonomy Expectations, Competence Mobilization, and Job Crafting, Human Resource Management.

Job crafting offers several beneficial organizational outcomes, yet little is known about what makes employees engage in it. In particular, the role of leaders in influencing their subordinates to engage in job crafting has been insufficiently studied. Drawing on role theory, we suggest that the congruence of leader-subordinate autonomy expectations nurtures subordinates’ experiences of having their competences adequately utilized in their jobs. This experience, which involves the competence mobilization of their work roles, subsequently fosters subordinates’ engagement in job-crafting behavior. A two-stage field study of 145 leader-subordinate dyads using cross-level polynomial regression and response surface analysis supported the (in)congruence hypotheses. The results also demonstrated that subordinates’ perceived competence mobilization mediates the relationship between autonomy expectation (in)congruence and job crafting. In addition, leader coalition as a moderator strengthens the effect of perceived competence mobilization as a psychological condition for job crafting. Implications for practice and future research are discussed.

Leading highly creative ideas to innovation (video lecture) May 3, 2016

Posted by mihaskerlavaj in Capitalizing on creativity, creativity, innovation.
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Skerlavaj Capitalising DISCWhat can leaders do to utilize the potential of creative ideas? A question that inspired 42 authors across four continents to go on a journey of discovery and publish the book called Capitalizing on creativity: Fostering the implementation of creative ideas in organizations . Here are my five cents on leadership of highly creative ideas to innovations from the Leadership toolbox lecture at BI Norwegian business school April 29th, 2016.

Btw. if interested in the book, feel free to use author event discount SKER35 to get it 35% off.


Capitalizing on creativity – New book March 16, 2016

Posted by mihaskerlavaj in book, creativity, innovation.
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9781783476497-thumbProud! Happy! Excited to see our new book Capitalizing on Creativity launched! It does not happen every day to ripe the fruits of several years of work with a dream team – Matej Černe, Arne Carlsen, & Anders Dysvik. And it would not happen without dedicated support of Jana Krapez Trost, the Edward Elgar professional team as well as every single one of 42 engaged authors from four continents involved. Hope you will enjoy the read as we have been enjoying the process of making.


Interview in Advantage February 24, 2016

Posted by mihaskerlavaj in change management, creativity, innovation, interviews, knowledge hiding, leadership.
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Advantage 2016Advantage (BI alumni magazine) is out. Among many interesting reads, featuring an interview with my humble self. A really good opportunity for a bit of self-reflection when engaged with such a thoughtful conversationist. https://issuu.com/bi_business_school/docs/advantage


MKWCI TV 2015 November 20, 2015

Posted by mihaskerlavaj in creativity, innovation, learning networks, relations at work.
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Have to say this, I am really proud of my MSc students at BI Norwegian Business School for the work they have done. MKWCI TV is a BI Learning Lab project created by students of major in Leadership and change, within the course Managing knowledge work, creativity and innovation. Students assumed the role of innovation journalists and co-created 12 digital video recorded narratives about chosen concepts and ideas from the course in real-life settings. Stories of success and failure, all deep learning about what is the role of people in innovation processes. Enjoy the show!



No man is an island: Relations at work (video added) August 20, 2015

Posted by mihaskerlavaj in prosocial motivation, relations at work, social network analysis for management.
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Looking forward to tie the knot over the process of becoming a full professor at BI Norwegian Business School. The inaugural lecture I have prepared for August 28th at BI in Nydalen, Oslo, C2-060 has a title No man is an island: Relations at work. If you have time, interest and are in vicinity, please register and come on over:  http://www.bi.edu/about-bi/calendar/inauguration-lecture-professor-miha-kerlavaj/

… and here is the video of the event:

I want to be creative but … August 17, 2015

Posted by mihaskerlavaj in creativity, journal.
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EJWOPDarija Aleksić, Matej Černe, Anders Dysvik and myself in European Journal of Work and Organizational Psychology with couple of thoughs about preference for creativity and the creative performance at work. And the way clarity of goals and work enjoyment might matter with this regard …


In today’s quickly changing work environment, many individuals want to be creative at their workplace, but only some of them succeed at manifesting these tendencies. In three studies, using both field and experimental data, we focused on transforming individuals’ preference for creativity, defined as an inclination for liking and wanting to be creative, into actual creativity. We first conducted a pilot Study 1 to establish discriminant validity to related constructs and provided initial evidence on predictive and incremental validity of the preference-for-creativity scale. Next, we performed a field Study 2, where we found that transforming preferences for creativity into supervisor-rated creativity is contingent upon employees’ perceptions of clear outcome goals. Clear outcome goals fostered individuals’ preference for creativity to result in higher levels of supervisor-rated creative behaviour—a finding that was replicated in an experimental Study 3. Furthermore, we explored whether work enjoyment mediated the moderated relationship between preference for creativity and creative outcomes. The results supported our mediated moderation model, whereby the manipulation of clear goals led to higher work enjoyment, influencing individuals’ preference for creativity to result in higher ratings of their creative outcomes.

Leadership Quarterly: I get by with a little help from my supervisor May 19, 2014

Posted by mihaskerlavaj in creativity, innovation, leadership.
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LQThis time our team (Matej Cerne, Anders Dysvik and myself) banged our heads together to see how important is leadership support for innovation process (idea implementation to be precise). I am truly proud to announce that editor and reviewers at prominent management journal Leadership Quarterly found our contribution significant both for leadership and innovation scholars as well as practitioners and have accepted it for publication. Below are some details:

Škerlavaj, Miha, Černe, Matej, & Dysvik, Anders (In press): I get by with a little help from my supervisor: Creative idea generation, idea implementation, and perceived supervisor support. Leadership Quarterly.

In two studies using both field (165 employees and their 24 direct supervisors from a manufacturing firm in Study 1) and experimental (123 second-year undergraduate student participants in lab Study 2) data, we explore how perceived supervisor support acts as a crucial contingency that enables higher levels of idea implementation from creative-idea generation. First, we suggest that excessive creative-idea generation (in terms of both frequency and creativity of ideas) can lead to diminished returns with regards to idea implementation. Drawing on a resource allocation framework, we hypothesize and find a curvilinear inverse U-shaped relationship between employee creative-idea generation and implementation. Second, we examine perceived supervisor support as a moderator of the curvilinear inverse U-shaped relationship between idea generation and implementation. In line with our second hypothesis, we find that higher levels of perceived supervisor support dampen the curvilinear relationship between creative-idea generation and idea implementation. Accordingly, perceived supervisor support seems to provide employees with access to resources and support needed for idea implementation, making highly creative ideas more implementable.

AMJ paper on knowledge hiding published February 27, 2014

Posted by mihaskerlavaj in creativity, journal, knowledge hiding, mastery climate.
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Here we go, our eagerly expected Academy of Management Journal paper on knowledge hiding and creativity has been just released in print in the February 2014 issue. Welcome to read and comment!

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