A chapter in the book Strategic Alliances, Mergers and Acquisitions

Fresh from the oven! We just published a book chapter Tekavčič, M., Dimovski, V., Peljhan, D., Škerlavaj, M. (2010): Cultural differences and homogeneity in strategic alliances: the case of Trimo Trebnje (Slovenia) and Trimo VSK (Russia), in Ulijn, J., Duysters, G. and Meijer, E.: Strategic Alliances, Mergers and Acquisitions – The Influence of Culture on Successful Cooperation, Edward Elgar Publishing, 304 pp. In my opinion, a book in is ‘a must’ for scholars and practitioneers interested in the impact of national, organizational and professional cultures on various forms of international cooperations of firms.

Patterns and structures of intra-organizational learning networks within a knowledge-intensive organization

Another publication of ours available on-line in a top-notch academic journal:

Škerlavaj, M., Dimovski, V., Desouza, K.C. (In press): Patterns and structures of intra-organizational learning networks within a knowledge-intensive organization. Journal of Information Technology, doi: 10.1057/jit.2010.3


This paper employs the network perspective to study patterns and structures of intra-organizational learning networks. The theoretical background draws from cognitive theories, theories of homophily and proximity, theories of social exchange, the theory of generalized exchange, small-worlds theory, and social process theory. The levels of analysis applied are actor, dyadic, triadic, and global. Confirmatory social network analysis (exponential random graph modeling) was employed for data analysis. Findings suggest: (1) central actors in the learning network are experienced and hold senior positions in the organizational hierarchy; (2) evidence of homophily (in terms of gender, tenure, and hierarchical level relations) and proximity (in terms of geographical and departmental distances) in learning relationships; (3) learning relationships are non-reciprocal; and (4) transitivity and high local clustering with sparse inter-cluster ties are significant for intra-organizational learning networks.


organizational learning; social network analysis; centrality; homophily and proximity; reciprocity; transitivity

Journal Citation Reports®, 2008 Impact Factor: 1.966*, Rank: 24/99 – Computer Science, Information Systems, 10/61 – Information Science & Library Science, 27/89 – Management

CISEF seminar: Spretnosti in tehnike obvladovanja časa

Na Centru za strokovno izpopolnjevanje in usposabljanje Ekonomske fakultete v Ljubljani zaradi velikega zanimanja ponovno organiziramo seminar z delavnico Spretnosti in tehnike obvladovanja časa (doc.dr. Miha Škerlavaj in doc.dr. Sandra Penger). Dodaten termin je 6.4.2010 med 9.00 in 15.30. Podrobnejši program je na voljo tukaj, prijava pa je možna na tej povezavi. Vabljeni!

ŠPK: Inovativnost in ustvarjalno mišljenje

Vabljeni na Študentsko poslovno konferenco, 23.3.2010 (Ekonomska fakulteta Univerze v Ljubljani). V sklopu le-te bova z Almirjem Flisarjem izvedla tudi delavnico Inovativnost in ustvarjalno mišljenje. Podroben program je na voljo tukaj. Vabljeni!

Tukaj pa je na voljo še TV prispevek o Študentski poslovni konferenci.

Organizational Learning Culture, Innovative Culture and Innovations in South Korean Firms

Together with my two South Korean coleagues we have just published on-line a new journal article in Expert Systems with Applications, which is a No.1 cited journal in the SSCI category of Management science and operations research in the year 2009:

Škerlavaj, M., Song, J.H., Lee, Y. (In Press): Organizational Learning Culture, Innovative Culture and Innovations in South Korean Firms. Expert Systems with Applications, http://dx.doi.org/10.1016/j.eswa.2010.02.080

Here is the abstract:

The aim of this paper is to present and test a model of innovativeness improvement based on the impact of organizational learning culture. The concept of organizational learning culture (OLC) is presented and defined as a set of norms and values about the functioning of an organization. They should support systematic, in-depth approaches aimed at achieving higher-level organizational learning. The elements of an organizational learning process that we use are information acquisition, information interpretation, and behavioral and cognitive changes. Within the competing values framework OLC covers some aspects of all four different types of cultures: group, developmental, hierarchical, and rational. Constructs comprising innovativeness are innovative culture and innovations, which are made of technical (product and service) and administrative (process) innovations. We use data from 201 Korean companies employing more than 50 people. The impact of OLC on innovations empirically tested via structural equation modeling (SEM). The results show that OLC has a very strong positive direct effect on innovations as well as moderate positive indirect impact via innovative culture.

Expert Systems with Applications. Journal Citation Report, Impact Factor 2008: 2.596, 1/64 operations research & management science; 17/94 computer science, artificial intelligence; 33/229 engineering, electrical & electronic.