Tags: culture, innovation, organizational learning, South Korea
Most glad to be able to say that the paper we wrote with my South Korean colleagues on organizational learning culture and innovation seems to be of relevance to the research community. The paper Škerlavaj, Song, & Lee (2010): Organizational Learning Culture, Innovative Culture and Innovations in South Korean Firms, Expert Systems with Applications made it to the SSRN Top 10 all times within the category Innovation and Organizational behavior.
Tags: Chunke Su, Meikuan Huang, Miha Škerlavaj, organizational learning culture
I’d like to announce the following publication: Miha Škerlavaj, Chunke Su, Meikuan Huang: The moderating effects of national culture on the development of organizational learning culture: A multilevel study across seven countries, JEEMS, 18(1): 97-134. Below is the abstract:
This study examines the moderating effects of national culture dimensions (Hofstede 1980) on three key elements in the development of organisational learning culture: information acquisition, information interpretation and behavioral and cognitive changes. Data were collected from 1333 companies in three CEE countries (Slovenia, Croatia, Macedonia) and other regions. The results showed that four national cultural dimensions (power distance, individualism, masculinity, and uncertainty avoidance) had no significant moderating effects on the relationship between information acquisition and information interpretation. However, the relationship between information interpretation and behavioral and cognitive changes was positively moderated by power distance, and negatively moderated by individualism, masculinity and uncertainty avoidance.
EJIM publication on organizational learning culture in Macedonian companies September 21, 2011Posted by Miha Skerlavaj in journal, organizational culture, organizational learning.
Together with our Macedonian colleagues, we published ŠKERLAVAJ, Miha, ČERNE, Matej, KEKENOVSKI, Ljubomir, TEVDOVSKI, Dragan, TRPKOVA, Marija (2011). The organisational learning culture and organisational performance in Macedonian companies. European journal of international management, 5(6): 574-601.
The purpose of the paper is to construct, present and test a model that describes the effect of organisational learning culture on organisational
performance improvement. To this end, we use data of 202 Macedonian companies and empirically test the model via structural equation modelling.
We found that organisational learning culture has a direct and relatively strong impact on non-financial performance from the employee, customer and
supplier perspective. A direct but relatively smaller effect can be noticed on the financial performance. Managers need to be aware that such norms and values
that ascribe high importance to information acquisition, distribution and interpretation need to be developed in order to achieve higher levels of
organisational performance. The paper contributes to the generalisation of a research model previously tested in more-developed economies based on the
data gathered in Macedonia, a developing country in transition.
The study builds upon our previous awarded and cited paper in International Journal of Production Economics (2007) and aims to generalize by controlling for a different setting of national culture as well as stage of economic development.
Top Ten @ SSRN again March 19, 2011Posted by Miha Skerlavaj in awards, innovation, journal, leadership, organizational learning.
Tags: organizational learning, transactional ledership, transformational leadership
Our paper Transactional and Transformational Leadership Impacts on Organizational Learning, JEEMS (2009), was recently listed on Social Science Research Network’s (SSRN) Top Ten download list for ORG: Organizational Learning. It is available here.
Top 10 cited 2007-2010! August 16, 2010Posted by Miha Skerlavaj in awards, journal, organizational culture, organizational learning.
Tags: International Journal of Production Economics, Miha Škerlavaj, Mojca Indihar Štemberger, organizational learning culture, organizational performance, process change, Rok Škrinjar, structural equation modeling, Vlado Dimovski
I am both proud and happy to announce that the paper Škerlavaj, M., Štemberger, M.I., Škrinjar, R., & Dimovski, V. (2007): Organizational learning culture—the missing link between business process change and organizational performance, International Journal of Production Economics, 106(2):346-367 was awarded as Top 10 most cited papers in the journal between year 2007 and 2010! Another great confirmation and inducement for future work.
Academy of Management Meeting Montreal 2010 July 21, 2010Posted by Miha Skerlavaj in conferences, organizational culture, organizational learning.
Tags: Academy of Management, AoM, Chunke Su, Meikuan Huang, Miha Škerlavaj, Montreal
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.
Top 10 in SSRN! May 12, 2010Posted by Miha Skerlavaj in innovation, journal, organizational culture, organizational learning.
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.
Organizational Learning Culture, Innovative Culture and Innovations in South Korean Firms March 23, 2010Posted by Miha Skerlavaj in innovation, journal, organizational culture, organizational learning.
Tags: culture, innovation, learning
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.
FELU Award for The Best Scientific Journal Article December 4, 2009Posted by Miha Skerlavaj in awards, journal, organizational learning.
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.