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!
This Friday, 12.30 – 13.30, Sut I Wong Humborstad and myself will give a research seminar at the BI Norwegian Business School, Nydalsveien 37, Oslo, Norway. Exact location is Department of Leadership and Organisational Behaviour, A3 – 109. Title: Building Coalitions for Job Crafting: Leader-subordinate Autonomy Expectation (In)Congruence and Subordinate Perceived Competence Mobilization. Looking forward to a fruitful discussion. Welcome all of you interested in and curious about proactive behaviours at work and the ways to stimulate them!
On Friday, October 25th (8:00 – 9:30 AM), my-humble-self, Anders Dysvik and Arne Carlsen will talk to Norwegian executives at the BI Leadership Toolbox seminar series. The hot and emerging topic of prosocial motivation is highly relevant to anybody curious about what truly drives people at work to achieve extraordinary results.
Title: Prosocial motivation – How can internal and external beneficiaries inspire our work?
Short description: There is increasing evidence that the primary job motivation is relational and other-focused. Prosocial motivation, the desire to protect and promote the well-being of others is an innovative approach to lead people at work. It builds upon the premise that beneficiaries (e.g. customers and coworkers) are best source of inspiration (as opposed to inspiring leaders prevalent in the current literature). Most recent research shows that giving- and helping-orientation in social interaction leads to better performance (creativity and innovation, knowledge sharing, work engagement, sales, accuracy, etc.). Hence, prosocial motivation can be a powerful and inexpensive source of performance boosting and this lecture aims to show some of the tools leaders can use to facilitate prosocial behaviors at work.
Welcome to join at BI Norwegian Business School, Nydalsveien 27, Oslo, Norway and register.
Cited from FELU webpages:
The researchers from The Faculty of Economics University of Ljubljana and COBIK, Associate Professor Miha Škerlavaj, PhD and Assistant Professor Matej Černe, PhD have been selected as winners of the 2013 CEEMAN Champions’ Award in the Research category. Launched in 2010, the annual CEEMAN Champion Awards recognize and promote outstanding achievements of faculty, management, and staff from CEEMAN member institutions in the categories of teaching, research, institutional management, and responsible management education. The researchers have been awarded for their work focused on the study of knowledge and innovation management at the level of an individual, team, company, and economy. Such a holistic treatment of factors aimed at examining the context of knowledge, creativity and innovation management was designed to ultimately help organizations understand the conditions to achieve superior business performance and consequently the prosperity of society. Together, they have already published 24 SSCI-ranked papers in esteemed SCI/SSCI indexed journals, including one accepted for publication in The Academy of Management Journal, one of the highest ranked academic outlets in the field of management with a 2012 impact factor of 5.91. They will receive the award personally at the 21th CEEMAN Annual Conference Gala Dinner on September 27, 2013.
Kinda cool, I reckon. 🙂
27.9. bomo na EFju organizirali dneve CPOEFa, v sklopu katerih bom izvedel seminar z delavnico na temo spodbujanja ustvarjalnosti in inovativnosti zaposlenih. Dogodek je primarno namenjen vsem skupinam ljudi v organizacijah, ki jih zanima spodbujanje ustvarjalnosti in inovativnosti zaposlenih, še posebej pa 1) članom uprav in izvršnim direktorjem zadolženih za kadrovske zadeve in/ali poslovni razvoj; 2) neposrednim vodjem; 3) HRM vodjem in strokovnim sodelavcem; 4) vodjem in sodelavcem na področju raziskav in razvoja in 5) članom komisij za inovacije.
Gre za interaktiven seminar z delavnico, ki gradi na izkustvenem učenju prilagojenem konkretnim potrebam udeležencev, timskem delu, praktičnih vajah in primerih, ogledu in analizi videomaterialov, vprašalnikih, skupinski diskusiji in dialogu ter samo-refleksiji. Spodbujanje ustvarjalnosti in inovativnosti zaposlenih je uveljavljen seminar z delavnico z izjemno zadovoljnimi udeleženci ter konkretnimi rezultati za njihove organizacije.
Vabljeni k prijavi in sodelovanju!
Junij bo domače konferenčno obarvan. Na konferenci Slovenske akademije za management bosta najprej Sabina Bogilović in Matej Černe predstavila dva članka na temo kulturne inteligentnosti ter managerskih inovacij, ki smo jih pripravili v soavtorstvu.
12.6. pa v sklopu mednarodne konference Moč etičnega voditeljstva na Brdu pri Kranju predstavljam prispevek o vlogi etičnih voditeljev pri spodbujanju ustvarjalnosti in inovativnosti zaposlenih, ki sva ga pripravila z Matejem. Pokazati želiva, da je skrb za ustvarjalna in inovativna delovna mesta bistvo etičnosti, saj zaposlenim daje smisel, organizacijam uspeh, družbi pa možnost razvoja in napredka.
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.
12. junija 2013 bom v okviru FEEL konference predaval na temo vloge voditeljev pri oblikovanju organizacijske klime za ustvarjalno in inovativno delo. Prispevek sva pripravila skupaj z Matejem Černetom, povzetek pa sledi:
V vedno bolj dinamičnem in negotovem poslovnem okolju so organizacije odvisne od ustvarjalnih idej posameznikov. Ustvarjalnost je temeljni dejavnik, ki služi kot odskočna deska za inovativnost posameznikov, skupin in organizacij. Zasledovanje ustvarjalnosti in inovativnosti je etično do vseh deležnikov organizacij – zaposlenih, partnerjev, lastnikov in družbe. Inovacije namreč vodijo v višjo dodano vrednost zaposlenih, spodbujajo rast in razvoj podjetij, ekonomski napredek in vodijo v večjo blaginjo družbe kot celote. Pri spodbujanju ustvarjalnosti zaposlenih in pretvarjanju le-te v inovativnost seveda igrajo veliko vlogo voditelji. S svojim delovanjem spodbujajo ustrezno organizacijsko klimo za ustvarjanje in udejanjanje idej. Primerna organizacijska klima mora uravnotežiti tako sodelovanje in razvoj (mojstrstvo), kot tudi poudarjati doseganje ciljev (uspešnost). Poleg spodbujanja tovrstne klime in zagotavljanja ustreznega motivacijskega mikro-okolja (pomen, avtonomija in mojstrstvo) morajo voditelji izražati podporo ustvarjalnim idejam in zagotoviti resurse za njihovo izvedbo. Velja biti pozoren tudi na organizacijske realnosti, ki se jim moramo pri etičnem voditeljstvu izogibati oz. jih preprečevati – npr. skrivanju znanja in pretiranem izražanju posameznih stilov vodenja. Tovrstna vedenja namreč vodijo v to, da številne iniciative za spodbujanje ustvarjalnosti v podjetjih ne dosežejo svojih učinkov. Če se destruktivna vedenja pri delu ponavljajo dalj časa, lahko pride do nevarne spirale nezaupanja, kar ima lahko katastrofalne družbenoekonomske, organizacijske in posamezne učinke v smislu zavrte ustvarjalnosti in inovativnosti.
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!
Thanks to a wonderful group of co-authors and friends from Slovenia and Norway, amazingly developmental feedback from the three anonymous reviewers and AMJ associate editor Adam Grant, we got accepted our first Academy of Management Journal publication:
ČERNE, Matej, NERSTAD, Christina, DYSVIK, Anders, ŠKERLAVAJ, Miha (Forthcomming): What goes around comes around: Knowledge hiding, perceived motivational climate, and creativity. Academy of Management Journal.
Here is the abstract for those interested:
Knowledge hiding prevents colleagues from generating creative ideas, but it may also have negative consequences for the creativity of the knowledge hider. Drawing on social exchange theory, we propose that when employees hide knowledge, they trigger a reciprocal distrust loop in which coworkers are unwilling to share knowledge with them. We further suggest that these effects are contingent on the motivational climate such that the negative effects of hiding knowledge on one’s own creativity are enhanced in a performance climate and attenuated in a mastery climate. A field study of 240 employees, nested into 34 groups, revealed a negative relationship between knowledge hiding and the knowledge hider’s creativity as well as the moderating role of a mastery climate. Study 2 replicated these findings in an experimental study of 132 undergraduate students, testing a reciprocal distrust loop and comparing it with an alternative intra-psychic explanatory process based on situational regulatory focus. Implications for practice and future research are discussed.
You never forget your first time! 🙂