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Top 10 in SSRN! May 12, 2010

Posted by Miha Škerlavaj in innovation, journal, organizational culture, organizational learning.
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Very soon after its’ publication (May 12 2010), our paper “Organizational Learning Culture, Innovative Culture and Innovations in South Korean Firms”, was listed on Social Science Research Network’s (SSRN)  Top Ten download list in the category ERN: Culture & Leadership.  The abstract and the paper is available here. In terms of the impact of our research, this seems quite promissing achievement.

Patterns and structures of intra-organizational learning networks within a knowledge-intensive organization March 24, 2010

Posted by Miha Škerlavaj in journal, learning networks, social network analysis for management.
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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

Abstract

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.

Keywords:

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

Organizational Learning Culture, Innovative Culture and Innovations in South Korean Firms March 23, 2010

Posted by Miha Škerlavaj in innovation, journal, organizational culture, organizational learning.
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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.

Intra-organizational learning networks within knowledge-intensive learning environments February 13, 2010

Posted by Miha Škerlavaj in journal, learning networks.
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A new publication on learning networks is now officially availabe to the interested audience:

Škerlavaj, M., Dimovski, V., Mrvar, A. and Pahor, M.(2010) ‘Intra-organizational learning networks within knowledge-intensive learning environments‘, Interactive Learning Environments, 18: 1, 39 — 63,

Abstract:

Organizational learning contributes to organizational performance. One research  question that remains inadequately explained is how learning occurs. Can it be
explained by using the acquisition or participation perspectives? Or is there a need for some other view? This paper suggests that learning networks form an
important learning environment for knowledge transfer. A case study of a software development and business consulting company is used to test the
network perspective on intra-organizational learning. Both exploratory and confirmatory social network analysis of a learning network within the IT
company are used to establish learning patterns within organizations. Learning needs to be seen as both participation in communities of practice and a flow of
previously acquired knowledge.

Keywords: organizational learning; network perspective; social network analysis; exponential random graph modeling; knowledge-intensive learning environment

Author Posting. © ‘Copyright Holder’, 2010.
This is the author’s version of the work. It is posted here by permission of ‘Copyright Holder’ for personal use, not for redistribution.
The definitive version was published in Interactive Learning Environments, Volume 18 Issue 1, March 2010.
doi:10.1080/10494820802190374 (http://dx.doi.org/10.1080/10494820802190374)

FELU Award for The Best Scientific Journal Article December 4, 2009

Posted by Miha Škerlavaj in awards, journal, organizational learning.
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It is my great honour to say that our article Dimovski, V,  Škerlavaj, M., Kimman, M., Hernaus, T. (2008). Comparative analysis of the organisational learning process in Slovenia, Croatia, and Malaysia. Expert syst. appl., 34(4): 3063-3070 got  award for The best scientific journal article published by Faculty of Economics, University of Ljubljana faculty in the year 2008. The privilege is even greater if I mention that it faced tough competition of 42 SSCI and SCI ranked FELU articles and that in was the winner of the first such tournament to take place at FELU.

2008 management journals impact factors published July 8, 2009

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Talking about living in a turbulent times… there are some serious changes in ‘the hierarchy’ of scientific management journals measured with Thomson Reuters (formerly ISI) impact factors. More here.

Transactional and transformational leadership impacts on organizational learning June 1, 2009

Posted by Miha Škerlavaj in journal, leadership, organizational learning.
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We have just published a new SSCI ranked article – Zagoršek, H., Dimovski, V. Škerlavaj, M. (2009): Transactional and Transformational Leadership Impacts on Organizational Learning, Journal of East European Management Studies, 14(2): 144-165. Here is the abstract:

This study empirically relates two important areas of management research: the full-range theory of leadership and the organizational learning process. Specifically, this contribution addresses three issues: (1) the impact of transformational leadership and (2) transactional leadership on the organizational learning process, and (3) whether the influence of transformational leadership is stronger than the influence of a transactional type of leadership. For measurement purposes, the article combines the Multi-Factor Leadership Questionnaire (MLQ) with the Organizational Learning and Information Management Processes (OLIMP) measurement instrument. Building upon data from 753 employees in Slovenia at the organizational-unit level and applying a structural equation modelling methodological framework, the results indicate that transformational leadership has a strong impact on all four constructs of organizational learning: information acquisition; information distribution; information interpretation; and behavioural and cognitive changes. A direct impact is evident only regarding information acquisition and behavioural and cognitive changes, while leadership styles have an indirect effect on information distribution and information interpretation. The magnitude of the total effect ranges from .61 to .79. Interestingly, contingent reward leadership has an equally strong and positive impact on organizational learning, with effect magnitudes similar to those for transformational leadership. This finding provides empirical confirmation of the contingent perspective on leadership and learning (Vera/Crossan 2006) which claims that the most effective strategic leaders will be those best able to function in both transformational and transactional modes, depending upon the situation.

In memoriam: We would like to dedicate this article to Hugo Zagoršek (1977-2008), who tragically passed away shortly after the completion of this work.

Uporabite socialni kapital vaše organizacije April 3, 2009

Posted by Miha Škerlavaj in journal, social network analysis for management.
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mq10_naslovkaV reviji MQ Združenja Manager je v aprilski številki 10/2009 objavljen moj članek z naslovom Uporabite socialni kapital vaše organizacije. Prispevek v bistvenih poudarkih predstavlja možnosti analize in managementa organizacijskih omrežij kot sodobnega managerskega orodja. Njegov namen je tudi populariziranje inovativne rešitve v časih, ko raziskovalci, managerji in celotna družba iščemo odgovore kako naprej in kako na bolje.

Pomemben del odgovora na to vprašanje se skriva v ustreznem strukturiranju odnosov med člani organizacij. Le ustrezno aktiviran socialni kapital lahko poveže človeški kapital (znanja in zmožnosti) posameznikov v konkurenčno prednost podjetja osnovano na intelektualnem kapitalu. Tekst članka je na voljo na tej povezavi.

Odnosi med zaposlenimi in podjetji in njihov vpliv na uspešnost poslovanja: Rezultati raziskave Zlata nit 2007 January 12, 2009

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Objavljen je bil članek Makovec Brenčič, M., Rašković, M., Škerlavaj, M. (2008). Odnosi med zaposlenimi in podjetji in njihov vpliv na uspešnost poslovanja: Rezultati raziskave Zlata nit 2007, Teorija in praksa, 45(6): 728-751.

logo-zlata-nit

Pričujoči članek preučuje povezanost šestih izbranih dimenzij odnosov med zaposlenimi in 101 najboljšim zaposlovalcem raziskave Zlata nit. Merjenje posameznih dimenzij in kakovosti odnosov med zaposlenimi in podjetjem je potekalo s pomočjo Vprašalnika o značilnostih delovnega mesta (Hackman in Oldham, 1975), kjer je v letu 2007/8 v raziskavi sodelovalo več kot 10.500 zaposlenih iz 101 slovenskega podjetja. Rezultati Zlate niti jasno kažejo močno in pozitivno povezanost med posameznimi dimenzijami odnosa med zaposlenimi in podjetji ter kazalci tržne, inovacijske in finančne uspešnosti. Tako podjetja, ki izkazujejo bolj kakovosten odnos z zaposlenimi, dosegajo na trgu večjo uspešnost.

Več o projektu Zlata nit na tej povezavi.

Exploratory study of organizational learning network within a Spanish high-tech company December 15, 2008

Posted by Miha Škerlavaj in journal, learning networks, organizational learning, social network analysis for management.
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efrizbornikMy research efforts related to studying organizational learning networks are becoming more and more international. This time we published a paper together with Spanish colleagues from University of Castilla-La Mancha. The paper citation is Sánchez de Pablo González del Campo, Jesús David; Guadamillas Gómez, Fátima; Dimovski, Vlado; Škerlavaj, Miha (2008): Exploratory Study of Organizational Learning Network in a Spanish High-tech Company, Proceedings of Rijeka Faculty of Economics – Journal of Economics and Business, 26(2): 257-277.

Here is the abstract:

The paper presents an exploratory study of the intra-organizational learning network in the context of a Spanish high-tech company. It expands the generalization of the network perspective to intra-organizational learning. Based on an exploratory social network analysis, we formulated four propositions that will be developed and contrasted in a later confirmatory study. First, the exploratory analysis demonstrates the importance of industry experience and tenure within the company as a common denominator of most central employees within learning networks. Second, similarity in terms of experiential level breeds mutual learning. Third, complementarity of knowledge is important for the formation of learning ties. Fourth, physical proximity creates opportunities to learn. Future research will need to test these four propositions in a confirmatory study.

Proceedings of Rijeka Faculty of Economics – Journal of Economics and Business is a new SSCI ranked journal (indexed since July, 31 2008).

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