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.
For those of us interested in leading creativity and innovation, there is a new publication of ours, fresh from the oven: Černe, M., Jaklič, M., & Škerlavaj, M. (2013): Authentic leadership, creativity, and innovation: A multilevel perspective, Leadership, 9(1): 63-85.
This study aims to propose and empirically test a multilevel model of cross-level interactions between authentic leadership and innovation at the team level, and perception of support for innovation and creativity at the individual level. We use data from 23 team leaders and 289 team members in a Slovenian manufacturing and processing firm engaged in producing innovative products and customer solutions and conduct a multilevel analysis using hierarchical linear modelling (HLM). The results indicate that whereas perceived team leaders’ authentic leadership directly influences team members’ individual creativity and team innovation, the impact of self-ascribed team leaders’ authentic leadership was not significant. In addition to that, the relationship between team leaders’ authenticity and creativity is mediated by perception of support for innovation. Using a multilevel approach, this is the first study to our knowledge to quantitatively examine the relationship between authentic leadership and creativity and innovation. In addition, unlike previous research on related topics that relied solely on one source of information, we examine authentic leadership with empirical data gathered from both team leaders and their employees.
Your ideas, comments more than welcome!
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.
We have just published a journal article than connects social network analysis and creativity: Ohly, S., Kaše, R., & Škerlavaj, M.: Networks for generating and for validating ideas: The social side of creativity. Innovation: Management, Policy, and Practice, 12(1): 41-52.
In recent years, research has recognized that creativity is a social process. By
communicating with others, individuals get access to novel perspectives and unique
knowledge, and they can get political support for their ideas by ensuring that they meet
others’ standards. Based on the different function of idea-related communication, we expected
the structure of idea-generation networks to differ from that of idea-validation networks.
Specifically, we expected different effects of leadership status and tenure. Our results
indicated some differences in the structure of the two networks. This leads to the
recommendation that future research on idea-related communication and creativity needs to
distinguish the different phases of the creative process.
Keywords: Idea generation, implementation, social network, social support, communication,
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.
I’m off to Tunisia, where I’ll be presenting a paper at the Management International Conference 2009 (Sousse). The paper is result of a collaboration with a colleague Jesús David Sánchez de Pablo González del Campo, University of Castilla-La Mancha (Spain). It is titled The Organizational Learning Process as Facilitator of Innovativeness. Below is the abstract:
Due to the relevance of innovativeness in the competitiveness and survival of a company in a constantly changing environment, we have questioned about how to facilitate innovativeness in organizations. Some recent literature presents organizational learning process as the key factor in order for innovation to occur. For this reason, we have tried to analyze the influence of organizational learning process on innovativeness using the partial least square (PLS) approach to structural equation modeling on data from 107 Spanish companies. We understand innovativeness as a combination of innovative culture and product/service and process innovation. Moreover, we have defined organizational learning as a continuous process with four phases. All of them must get to a high importance if firm wants to reach their aims with regard to innovation because the results of our research confirm a positive and significant relation between organizational learning and innovativeness as well as previous researches.
Just came back from a marvellous event called Global HR Forum 2009, held in Seoul, Republic of Korea (Nov 3 – Nov 5 2009) where I was invited to give a speech on the role of learning -oriented and innovative culture as a tool for managing change. I have to say that I was amazed by impecable organization and genuine warmth of our Korean hosts. In addition to this, the largest award for every speaker is to experience such a true eagerness to learn as I have from the large audience of Korean CEOs, HR professionals, policy makers and consultants. There were also a plethora of excellent talks from great practitioneers, scholars, consultants and global decision makers. Everybody is kindly invited to have a look at the Global HR Forum You Tube Channel, where all the talks will be made available in few weeks time.