Zmotno je prepričanje, da težki časi kličejo po avtoritarnih vodjih, ki imajo vse odgovore. Vabljeni k poslušanju podcasta na Valu 2020, kjer sva se z novinarko Anjo Hlača Ferjančič pogovarjala o vodjih, ki nimajo vseh odgovorov in se obnašajo ustrezno ponižno. Znajo pa zato toliko bolj aktivno povezati vse tiste, ki dobro poznajo svoj delček sestavljanke. Post-herojsko vodenje je vodenje tudi za krizne čase.
Hvala MQ Združenja Manager in Jerci Zajc Šušteršič za prijeten pogovor o vodenju sprememb in inovacij. Še posebej me veseli, da je nastal kar nekaj časa nazaj pa še vedno izgleda svež. Očitno mu tudi zob časa ne corona ne moreta škoditi. Vabljeni k branju!
To change subject just for a little while. Here are some creations of our Erasmus exchange students at School of Economics, University of Ljubljana under the umbrella of Creativity and innovation management. We ask our students to step into the shoes of innovation journalists and send them out in the wide white world to gather insightful stories about innovation journeys, struggles and triumphs. Worth mentioning, our semester started face to face and then came corona. Our students went back home, some waited at the border crossing for 16 hours, all of them came out as winners. During all the locomotion, our work did not stop for a single second. Could not be more proud of students and the team!
Enjoy the show!
V zadnjih štirih tednih se je na Ekonomski fakulteti Univerze v Ljubljani in Centru poslovne odličnosti EF zvrstila kopica zanimivih in odmevnih webinarjev, ki obravnavajo ekonomske in poslovne vidike soočanja s krizo COVID-19. Moji izjemni kolegi so obravnavali tematike od makroekonomskih učinkov krize, do možnih scenarijev izhoda, evropske perspektive, trgovske dejavnosti, vprašanj varnosti in zasebnosti, dela na daljavo in še veliko več. Z webinarji nadaljujemo tudi v bodoče med drugim z vprašanji povezanimi s turizmom kot tudi trdoživosti ljudi in organizacij.
#EF Prispeva #CPOEF e-talk
Za vse, ki ste zamudili serijo podcastov na temo sodobnih pristopov k vodenju na Valu 202, tu so povezave za vas. Z novinarko Anjo Hlača Ferjančič in zanimivimi gosti sva se pogovarjala o:
- Od eksperta do vodje
- Naj traja – dopust ali motivacija
- Sprememba sprememb
- Od skupine do tima
- Med kreativnostjo in Excelom
Zanimivih gostov z močnimi zgodbami pa kar ne zmanjka. Z veseljem pričakujem čase, ko se spet srečamo v radijskem studiu! Ostanite z nami in ostanite zdravi.
Vodenje s posluhom – nova oddaja in podcast na Valu 202, kjer se bova s so-voditeljico Anjo Hlača Ferjančič ukvarjala z zanimivimi temami vodenja in se srečevala s še bolj zanimivimi sogovorci. V prvi oddaji Od eksperta do vodje gostujeta doc. dr. Damjan Osredkar, predstojnik pediatrične nevrološke klinike Univerzitetnega kliničnega centra v Ljubljani in Grega Milčinski, direktor in ustanovitelj podjetja Sinergise. Oba izjemna in hkrati skromna, post-herojski vodji učbeniškega formata. Vabljeni k poslušanju in pa … stay tuned!
Magistrski študentje programa Management in organizacija na Ekonomski fakulteti Univerze v Ljubljani so pri predmetu Management ustvarjalnosti in inovativnosti izdelali sedem videov. Vsak od njih pripoveduje zanimivo zgodbo o inovacijah v zelo različnih organizacijah. Vsi pa naslavljajo pomembne izzive sedanjosti in prihodnosti – od trajnostne mobilnosti, nadomeščanja plastike s trajnostnimi materiali, pa vse do različnih inovacij za pomoč sočloveku. Resnično vabljeni k ogledu!
Following decades of research and practical focus within the area of knowledge work on sharing and transfer, the attention has now shifted towards understanding the other side – knowledge hiding. Why do people hide what they know, who do they hide it from, what role do leaders play, and above all what can organizations do about it? These are the kind of questions authors of the special issue Journal of organizational behavior Understanding knowledge hiding at work asked themselves.
Here are the articles:
- Understanding knowledge hiding in organizations (in open access)
- Different motivations for knowledge sharing and hiding: The role of motivating work design
- Knowledge hiding as a barrier to thriving: The mediating role of psychological safety and moderating role of organizational cynicism
- Leader‐signaled knowledge hiding: Effects on employees’ job attitudes and empowerment
- Leader–member exchange, organizational identification, and knowledge hiding: The moderating role of relative leader–member exchange
- Rivals or allies: How performance‐prove goal orientation influences knowledge hiding
As special issue editors, we (Catherine Connely, Matej Černe, Anders Dysvik, and Miha Škerlavaj) are also deeply grateful to all the anaonymous yet immensely developmental work of our reviewers, editor in chief Suzanne Masterson, editorial team of JOB, contributing authors (those accepted and those that were not), and everybody else involved in pushing the boundaries of behavioral science further. Thank you!
Over the last decade, Marvel Cinematic Universe has been on a winning streak. Operating in highly competitive landscape of movie franchises disrupted by streaming business models, they were able to create a successful organization. One that consistently delivered blockbusters pleasing audiences and critics alike. Together with my colleagues and friends Spencer H. Harrison (INSEAD) and Arne Carlsen (BI Norwegian Business School) we delved into research trying to understand inputs, process and output creating innovation at Marvel. In the article published at Harvard Business Review we argue that organizations that would like to create innovation universes, a portfolios of creative products linked to and sufficiently distinct from each other, need to find imaginative ways of balancing continuity and renewal. In other words, for innovation we need both change and stability! Enjoy the read.
- A video interview with Miha (Tromba, in Slovenian language).
- A video interview with Spencer (HBR Videos).
- A podcast with Spencer (HBR Ideacast).
- An interview with Miha (Svet Kapitala, in Slovenian).
- An interview with Miha (The Slovenia Times, in English).
In less than a decade, Talking Tom and friends have become a household name around the world with number of downloads exceeding the global population. A fascinating story of how Outfit7, the company behind the scenes of Talking Tom has been started up, scaled up, how founders exited and how it is developing recently as one of rare entrepreneurial unicorns under the new ownership. Many thanks to my co-authors Spencer Harrison (INSEAD) and Žiga Vavpotič (Outfit7 member of the board), all the contributing interviewees including Iza Login (the founder of Outfit7), Xinyu Qian (CEO), all the participating leaders and employees from Outfit7 as well as dedicated staff from the INSEAD to get the story out in the open. Three-part case study is now available from the INSEAD case publishing, the Case centre and now also from the Harvard business school publishing. Our greatest hope is that it will spark fruitful discussions and learning in the educational institutions around the world.
Outfit7 is a digital entertainment firm that develops and publishes animated video games for mobile phones, tablets and desktops. It’s flagship product is a series of mobile apps called “Talking Tom and Friends”, with close to 8 billion downloads globally. Outfit7 is one of only 46 European unicorns, i.e., privately held companies valued above $1 billion, topping the global ranks of most downloaded mobile games. In 2017, according to App Annie, a leading app-ranking platform, Outfit7 was the sixth most downloaded mobile publisher, and My Talking Tom was the second most downloaded mobile game globally, putting it in the company of tech giants like Facebook, Google, Tencent and Alibaba. Part A describes the growth stage from 2009 to 2014, along with the story of founders Samo and Iza Login. The focus is on setting up the startup and developing a unique organizational culture, leaving the hiring decision (fit or misfit) to students. In Part B, from 2014 to 2017, the start-up moves into scale-up phase after the founders’ exit/appointment of a new management team, the focus is on entrepreneurial leadership. In Part C, as tensions emerge from scaling up a unicorn, students must decide what to keep and what to change (how to balance continuity and renewal) as expectations for growth soar.
To facilitate discussion of entrepreneurship, leadership, human resource management, change through growth, and organizational culture.
Start-Up, Scale-Up, Entrepreneurship, Leadership, Human Resource Management, Organizational Culture, Unicorn, Founders’ Exit, Change Management, Family Entertainment, Growth, Learning from Failure, Organizational Values, Teamwork