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Riding two Horses at Once: The Combined Roles of Mastery and Performance Climates in Implementing Creative Ideas November 22, 2017

Posted by Miha Škerlavaj in creativity, innovation, journal article, mastery climate, performance climate.
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Innovation paradox is a reason behind much of trouble within and around innovation processes. What works on the front end of creative process, does not necessarily contribute to the innovation outcomes. Continuing our work that started with exploring role of perceived supervisor support and more extensive Capitalizing on creativity book project, we now present finding from Chinese and Slovenian employees on the role of motivational climates for innovation. Below you will find the abstract of our recent publication in the European Management Review:

Not all creative ideas end up being implemented. Drawing on micro-innovation literature and achievement goal theory, we propose that the interplay of two types of work motivational climates (mastery and performance) moderates a curvilinear relationship between the frequency of idea-generation and idea-implementation behavior. Field studies in two non-Western countries (China, with a study of 117 employees nested within 21 groups, and Slovenia, with a study of 240 employees nested within 34 groups) revealed a three-way interaction of idea generation, performance climate, and mastery climate as joint predictors of idea implementation. Specifically, results of random coefficient modeling show that when combined, mastery and performance climates transform the relationship between the frequency of idea generation and idea implementation from an inverse U-shaped curvilinear relationship to a positive and more linear one. These findings suggest that ideas are most frequently implemented in organizational contexts characterized by both high-mastery and high-performance climates. Implications for research and practice are discussed.

Source: Škerlavaj, M., Černe, M., Dysvik, A., Nerstad, C. G. L., and Su, C. (2017): Riding two Horses at Once: The Combined Roles of Mastery and Performance Climates in Implementing Creative Ideas. European Management Review, doi: 10.1111/emre.12151.

 

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MKWCI TV 3 October 17, 2017

Posted by Miha Škerlavaj in innovation.
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Third season of student creativity at its best! Twelve spectacular videos created by BI Norwegian business School master of science students at the course Managing knowledge work, creativity and innovation. Everything from culture for innovation, learning from failures, social entrepreneurship, innovative working methods, gamification to innovations in business models in private and public organizations. Red thread this years seems to be crossing boundaries to find meaning and dealing with societal megatrends. Enjoy the show!

Cultural intelligence, knowledge hiding, & individual and team creativity August 28, 2017

Posted by Miha Škerlavaj in cultural intelligence, experiment, field study, innovation, knowledge hiding, team.
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Working across cultures is a thing of past, present, and hopefully also future. The question is now what contributes to good knowledge and innovation processes in such context. Sabina Bogilovic, Matej Cerne and Miha Skerlavaj in their article Hiding behind the mask? published in latest European journal of Work and Organizational Psychology argue that it is the cultural intelligence that enables both individuals and their teams to overcome social categorization, decrease knowledge hiding and improve creative outcomes.

Culturally diverse colleagues can be valuable sources for stimulating creativity at work, yet only if they decide to share their knowledge. Drawing on the social exchange theory, we propose that cross-cultural interactions among individuals from different national backgrounds can act as a salient contingency in the relationship between knowledge hiding and creativity (individual and team). We further suggest, based on the social categorization theory (e.g., the categorization process of “us” against “them” based on national differences), that cultural intelligence enhances the likelihood of high-quality social exchanges between culturally diverse individuals and, therefore, remedies the otherwise negative relationship between individual knowledge hiding and individual creativity. Two studies using field and experimental data offer consistent support for this argument. First, a field study of 621 employees nested among 70 teams revealed that individual knowledge hiding is negatively related to individual creativity and that cultural intelligence moderates the relationship between knowledge hiding and creativity at an individual level. A quasi-experimental study of 104 international students nested in 24 teams replicated and extended these findings by implying that individual knowledge hiding is also negatively related to team creativity. We discuss the implications for practice and future research.

HRMJ – knowledge hiding and innovative work behavior April 7, 2017

Posted by Miha Škerlavaj in innovation, job design, knowledge hiding.
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In our recent study published at the Human Resource Management Journal and special issue on HRM and innovation, we show that job design (task interdependence and autonomy) and mastery climates can reduce the negative association between knowledge hiding and innovative work behavior.

This study investigates the multilevel interplay among team-level, job-related, and individual characteristics in stimulating employees innovative work behavior (IWB) based on the theoretical frameworks of achievement goal theory (AGT) and job characteristics theory (JCT). A multilevel two-source study of 240 employees and their 34 direct supervisors in two medium-sized Slovenian companies revealed significant two- and threeway interactions, where a mastery climate, task interdependence, and decision autonomy moderated the relationship between knowledge hiding and IWB. When employees hide knowledge, a team mastery climate only facilitates high levels of IWB if accompanied by either high task interdependence or high decision autonomy. In the absence of one of these job characteristics, knowledge hiding prevents higher levels of IWB
even in the case of strong team mastery climate. The results suggest that multiple job design antecedents are necessary to neutralize the negative influence of knowledge hiding on micro-innovation processes within organizations.

MKWCI TV2: Student creativity at its best! November 17, 2016

Posted by Miha Škerlavaj in change management, innovation, prosocial motivation, relations at work.
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mkwci-tv2-logoMSc students at BI Norwegian Business School have been working hard over the semester at our course Managing knowledge work, creativity and innovation to come up with 13 innovation stories under the umbrella of MKWCI TV2. These are stories about success, growth and scaling-up, they are also stories about learning from failure. Narratives about technological, process and service innovations, about innovation process, change agency, prosocial motivation, startup cultures, challenges of scaling up, as well as about the innovation outcome itself. Video testimonials come from private and public sector, from healthcare and social care, shipping, transport, green economy, municipalities, IT sector, sports, dealing with technological distractions and behavioral change through gamification, and shared economy. Lessons learnt? Good innovation stories are all around! And it is remarkably engaging to learn about them as innovation journalists. Enjoy the show!

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

Posted by Miha Škerlavaj 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 Miha Škerlavaj 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 Miha Škerlavaj 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 Miha Škerlavaj 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!

 

 

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

Posted by Miha Škerlavaj 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.

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