Two conference papers on management innovation

A colleague, mag. Matej Černe just returned from EURAM Mini-Conference on Management Innovation held in Rotterdam, November 24 – 25, 2011, where he presented two of our papers:

  • ČERNE, Matej, JAKLIČ, Marko, ŠKERLAVAJ, Miha. Management innovation enters the game : re-considering the link between technological innovation and financial performance. In: Management innovation : a journey into the core of research and management : conference book. Rotterdam: Erasmus University, 2011, pp. 49.
  • ČERNE, Matej, JAKLIČ, Marko, ŠKERLAVAJ, Miha. Management innovation in focus : the role of knowledge exchange, organizational size, and IT system development. In: Management innovation : a journey into the core of research and management : conference book. Rotterdam: Erasmus University, 2011, pp. 63.

Napoved predavanja na Kadrovskih dnevih 2011

Vabljeni 14. in 15. aprila na 16. Kadrovske dneve v Portorož. Na otvoritvenem, planarnem delu bom predstavil prispevek o vlogi, ki jo imajo HR managerji pri spodbujanju inovativnosti zaposlenih, sodeloval pa bom tudi v okrogli mizi na temo Kdo naj bo gibalo inovativnosti in motivacije: vodje ali HRM služba?  Program tukaj.

Kje je skriti zaklad?

V reviji MQ (št. 16, december 2010) smo avtorji Matej Černe, Miha Škerlavaj in Marko Jaklič objavili članek z naslovom Kje je skriti zaklad? Znanje in inovativnost zaposlenih ostajata ključni izziv netehnoloških inovacij, saj vplivata tudi na porajanje tehnoloških inovacij in posledično na dolgoročno konkurenčnost podjetij. Domače raziskave opozarjajo na slabo organizacijo inovacijskega procesa. Zato navajamo številne primere dobrih praks slovenskih in tujih podjetij, ki uspešno obvladujejo netehnološke inovacije v podporo tehnološkim.

Workshop @ Business Hive

Business Hive is an international crowdsourcing initiative of the Faculty of Economics @ University of Ljubljana students organized within the Management Group. They strive to draw together young and fresh minds from all over the globe in order to solve real-life business problems. Within this worthy event, I contributed my humble part with a workshop called A few thoughts on creativity and innovativeness. We shared ideas and experiences related to facilitating creative ideas and converting them into business innovations.  Students from the MG really managed to bring together creative folks and I cannot say anything but keep up the good work.

Netehnološke inovacije in inovacije v poslovnih modelih: Slovenija, kam greš?

Slovenci veliko govorimo in nekoliko manj delamo na področju inoviranja. Po podatkih SURSa (2010) več kot polovica vseh slovenskih podjetij meni, da so inovativna. Obenem v evropskem merilu primerjalno zaostajamo po dodani vrednosti na zaposlenega (panoga kot je informacijska tehnologija ni nobena izjema). Izkušnje novih vstopnikov na Fortune 500 lestvico kažejo, da so del odgovora kako priti iz te zagate neizoriščene netehnološke inovacije in inovacije v poslovnih modelih. V okviru srečanja Sekcije mladih managerjev Združenja Manager bom 2.12.2010 v sodelovanju z mag. Matejem Černetom (COBIK) in Alešem Špetičem (Zemanta) predstavil izsledke raziskav in primere dobrih praks slovenskih in tujih podjetij, ki uspešno izkoriščajo prednosti ‘mehkejšega’ vidika inoviranja.

Academy of Management Meeting Montreal 2010

Counting the days until the next big event: Academy of Management Meeting 2010 in Montreal. During August 6th-10th I’ll be attending the biggest event in management as well as presenting the paper Škerlavaj, M., Su, C. & Huang, M.: Effects of National Culture in Organizational Learning Culture: A Multilevel Study in 7 Countries. Below is the abstract:

The goal of this study is to theorize and empirically test a multilevel model of organizational learning culture in a context of four national cultural dimensions: power distance, individualism, masculinity, and uncertainty avoidance. Based on established conceptual foundations of organizational learning culture (OLC), defined as a set of organizational norms and values that support systematic, in-depth approaches aimed at achieving higher-level organizational learning, this study seeks to examine the cross-level interactions between national culture dimensions and two key organizational learning processes: the impact of information acquisition on information interpretation, and behavioral and cognitive changes as a result of information interpretation. Data were collected from 1333 companies in 7 countries with different national cultures, and analyzed by hierarchical linear modeling techniques. The results showed that while national cultural dimensions had no significant influence on the relationship between information acquisition and information interpretation at the organizational level, each of the four cultural dimensions moderated the effects of information interpretation on organizational behavioral and cognitive changes in different directions. This study contributes to current literature by demonstrating the theoretical and empirical viability in using a multilevel approach to understand how organizational learning culture develops in the context of national cultural dimensions.

Učeče se nevladne organizacije

Pred kratkim sem slišal globoko izjavo, ki pravi: ‘Ni važno koliko znaš, temveč koliko ti je mar!’. Življenje me je do sedaj naučilo tudi to, da ko se srečata srce in znanje ponavadi nastanejo najboljše reči. Zato sem z veseljem podal svoje skromno mnenje o učečih se nevladnih organizacijah in pomenu mreženja za potrebe posveta Učeče se NVO (21.5.2010, Ljubljana) v organizaciji mreže EduAkcija in Zveze tabornikov Slovenije. Kratek video nagovor si lahko ogledate spodaj:

Poleg tega sem podal tudi kratko izjavo o posebnostih učenja v NVO, ki je bilo objavljeno v Biltenu EduAkcija, marec 2010.

Med uvajanjem konceptov učeče se organizacije v podjetja in nevladne organizacije je kar nekaj podobnosti in obenem tudi razlik. Skupno je recimo to, da je stalna težnja k učenju posameznikov, timov in organizacij dejansko edini trajen vir napredka naše družbe. Od razlik bi izpostavil vprašanje motivacije za učenje. Raziskave kažejo, da je aktivnih ‘učencev’ približno 10 odstotkov, pasivnih 80, takih, ki ga zavračajo pa še preostalih 10 odstotkov. Menedžerji podjetij lahko spodbujajo razvoj učečih se podjetij z orodji, kot so sistemi finančnega in nefinančnega nagrajevanja, vodenje z zgledom ipd. Za nevladne učeče se organizacije motivacija za učenje ni takšen problem, ker imamo tukaj opravka z pretežno aktivnimi in notranje motiviranimi kadri. Zato pa je po moji oceni eden izmed ključnih izzivov, kako vzpostaviti omrežja teh notranje motiviranih, a obenem tudi relativno slabo povezanih posameznikov in organizacij. Pozdravljam projekt eduAkcija, ki skuša odgovoriti na točno takšen izziv!

FELU AACSB accredited!

Great news: Faculty of Economics @ University of Ljubljana is the first business school in Central and Eastern Europe to be awarded a prestigious AACSB accreditation (in addition to EQUIS). This ranks us among top 55 business schools in the world that have both leading accreditations.

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.