Again, I am proud of our little team who made it to another prominent research publication venue, that is European Management Review. We have published a paper on a most promissing topic of management innovation: ČERNE, Matej, JAKLIČ, Marko, ŠKERLAVAJ, Miha. Management innovation in focus : the role of knowledge exchange, organizational size, and IT system development and utilization. European management review, 2013.
Below is the abstract.
This study aims to design and test a model examining the antecedents of management innovation at the organizational level. We propose internal knowledge exchange as a crucial predictor of management innovation and examine the mediating effect of IT system development, as well as the moderating effect of organizational size in the examined relationship. We test the model using structural equation modeling and hierarchical moderated regression analysis on data gathered from 604 firms in three countries: Slovenia, Spain, and South Korea. The results indicate a crucial role of knowledge exchange for management innovation, as this link is positive, very strong and significant in all three countries. In addition, our study provided evidence that knowledge exchange results in management innovation through developed IT systems that enable the information and knowledge to flow within an organization, as well as that the relationship between knowledge exchange and management innovation is hindered by firms’ size.
Interested? Have a read of the full paper.
I am really proud to announce that we received a prestigious Best Conference Proceedings Award for the Academy of Management Meeting, 2012, Boston (MA, USA). Reviewers have ranked the paper Černe, M., Nerstad, C., Škerlavaj, M. “Don’t come around here no more: Knowledge hiding, perceived motivational climate, and creativity” to be amongst the best in the OB Division. We provocatively suggest and prove that knowledge hiding not only damages organizations, but also individuals who hide knowledge themselves. In addition, we offer a remedy for that. The negative effect of knowledge hiding on creativity can be mitigated with fostering appropriate organizational climate.
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.
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.
Objavili smo: Škerlavaj, M., Dimovski, V. (2008) Analiza družbenih omrežij kot managersko orodje. HRM (Ljubl.), okt. 2008, letn. 6, št. 25, str. 6-12.
Članek poudarja pomen poznavanja omrežij znanja in učenja med člani organizacij za uspešnost poslovanja. Izhaja iz predpostavke, da je mogoče tudi neformalna omrežja managirati. V ta namen najprej predstavi analizo družbenih omrežij organizacij kot sodobno orodje managementa. Prikaže tudi nekaj možnosti uporabe analize omrežij v organizacijah, kot so omrežja učenja in prenosa znanja, omrežja ustvarjanja novih idej in podpore pri inoviranju, omrežja odločanja, sodelovanja ipd. Članek podrobneje prikaže omrežja znanja in učenja na nekaj praktičnih primerih vizualizacije in navaja napotke za njihov management.
Do članka je možno dostopati tukaj.
The SSCI publications just keep on comming! This time it is Hernaus, T., Škerlavaj, M., Dimovski, V. (2008): Relationship between Organisational Learning and Performance: The Case of Croatia, Transformations in Business and Economics, 7(22).
The focus of the paper is on the examination of organisational learning (OL) process and its link with organisational performance (OP) which was determined through operationalised OL and OP constructs. The research involved 202 Croatian companies employing more than 50 people. Besides determining the linkage between organisational learning and organisational performance, the research task was to determine which organisational performance measurement variables are the most and the least important, and even further, to identify the best and the worst predictable OP measurement items for each organisational learning variable. The most important finding of the study is the empirical evidence about exsistence of strong, statistically significant, positive relationship between organisational learning and organisational performance. In another words, organisations with development of their learning processes congruently increase their performance. The research also showed that employees’ measures are the most strongly related with organizational learning process.
I am proud to announce yet another paper that was accepted for publication in top-notch journal: Pahor, M., Škerlavaj, M., Dimovski, V. (Forthcoming): Evidence Supporting the Network Perspective on Organizational Learning. Journal of the American Society for Information Science and Technology. Here is the abstract:
The paper provides evidence for the network perspective to organizational learning on the cases of two companies different in size, industry and culture. It builds on an earlier paper that introduced the network perspective to organizational learning and proposes some common traits of the learning networks and tests them with the help of the tools of social network analysis. We find support for the network perspective to organizational learning. There are some traits of the learning network that are common to very different companies, like the fact that learning occurs mainly in clusters. Some other traits depend much on the organizational culture.
JASIST is an international, SCI ranked peer-reviewed journal (2006 IF 1.555) which serves as a forum for new research in information transfer and communication processes in general, and in the context of recorded knowledge in particular. Concerns include the generation, recording, distribution, storage, representation, retrieval, and dissemination of information, as well as its social impact and management of information agencies (JASIST, 2008).
This year, my school is co-hosting European Academy of Management Conference (EURAM). As its’ integral part, this years hit was also our track Intra-organizational Knowledge and Learning Networks, where we are hosting 11 high quality papers that ‘survived’ rigorous double-blind review process.
I am pleased to announce that we’ve just got the note from the Interactive Learning Envinonments editors that the paper Škerlavaj, M., Dimovski, V., Pahor, M., Mrvar, A.: Intra-organizational Learning Networks within Knowledge-intensive Learning Environments is accepted for publication. Below is the abstract, while the full text will be available on-line End of July.
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.
ILE is an international, peer reviewed SSCI ranked journal that publishes “articles on all aspects of the design and use of interactive learning environments in the broadest sense, encompassing environments that support individual learners through to environments that support collaboration amongst groups of learners or co-workers (ILE, 2008)”.
I’m happy (and a bit proud, must admit) to announce, that the paper Organizational learning culture-the missing link between business process change and organizational performance, International Journal of Production Economics, Volume 106, Issue 2, 1 April 2007, Pages 346-367, co-authored by Škerlavaj, M. (that’s me :-), Štemberger, M.I., Škrinjar, R. and Dimovski, V. is holding its position among Science direct Top 25 downloaded papers in the IJPE journal. Even more so, while IJPE is indexed in Science Citation Index Expanded, has an impact factor of 1.183 (for 2006, which is an significant increase from 1.008 in 2005) and among top 25% of management journals.