Miha Škerlavaj is an Adjunct Professor at the Department of Leadership and Organizational Behaviour, BI Norwegian Business School. He is also a Vice-dean for Research and Professor of Management and Organization at University of Ljubljana, School of Economics and Business (SEB LU) in Slovenia. He received his Ph.D. from SEB LU. His work has been accepted for publication in journals such as Academy of Management Journal, Harvard Business Review, Journal of Organizational Behavior, Leadership Quarterly, Human Resource Management, and many others. It has been covered in popular press such as The New York Times. He also published books Capitalizing on Creativity and Post-heroic Leadership. His work has been rewarded with several national and international honors and awards.
Škerlavaj is an active author, reviewer, editor and as an expert to several accreditation bodies for quality in higher education. He teaches PhD, MBA, executive, and master of science programs. He is involved in research collaboration projects with international organizations and is also hired to hold invited talks for practitioners on organizational development and change, OB, HRM and innovation management-related topics.
Research areas
Proactive and prosocial organizational behaviors (e.g. creativity, innovation, intra-organizational networks, work engagement; job crafting; cultural intelligence ...).
Organizational development and change (e.g. change management, knowledge management and hiding, organizational learning, organizational culture ...).
Creativity and innovation management (e.g. implementing creative ideas, nontechnological innovations, business model innovations, service innovations).
Teaching areas
Managing knowledge work, creativity and innovation
Organizational behaviour
Organizational network analysis
Multilevel issues in management and organization
Human resource management
Understanding how technological and non-technological innovations interact remains a critical, yet underexplored challenge in innovation management. Some scholars argue that technological advances trigger organizational change, while others claim the reverse. To address this tension, we conducted an inductive, grounded
theory case study of a high-tech, high-growth laboratory that specializes in control systems for particle accelerators. We complemented the primary data collected via interviews and observations in 2013 with a post-hoc digital netnographic and historical analysis based on secondary data for the decade following. The findings show
that in the mentioned context technological innovations often precede and necessitate non-technological innovations—such as managerial, marketing, and open innovation practices. In turn, the latter enable successful exploitation and scaling. We also identify the presence of a supportive regional or national innovation ecosystem
as a critical boundary condition of this interplay. The study contributes to theory by proposing a context-dependent model of innovation sequencing and highlighting the role of managerial practices in integrating the dispersed knowledge held in inter-organizational networks.
Human resource management (HRM) literature often uses motivational theories to examine how job design motivates employees to manage newly established employee behaviours such as knowledge-hiding. However, the literature finds that whereas job-design characteristics reduce knowledge hiding, others unexpectedly encourage it. By integrating the cost-benefit analysis framework into the job demands–resources (JD–R) theory, we examine how job demands and job resources as two distinct types of job-design characteristics influence the expected costs and benefits of sharing solicited knowledge to affect knowledge hiding differently. In summary, we find that job demands encourage knowledge hiding, whereas job resources lower it. We contribute that job-design characteristics act as job demands or resources to affect knowledge hiding differently. Further, we explain the unexpected findings concerning why and how job-design characteristics – as job demands – encourage knowledge hiding by stimulating the expected costs but do not motivate employees to produce the expected benefits. In addition, by integrating the cost-benefit analysis framework into the JD–R theory, we contribute that job demands and resources affect the cost-benefit analyses, influencing employees’ rational choice behaviour. This integration considerably expands the JD–R theory’s application scope from employee well-being and performance to rational choice behaviours.
Sadarić, Antonio & Skerlavaj, Miha (2023)
Giving Sense to Change Leadership: Towards a Narrative-Based Process Model
Introduction: Recent studies on change agency and organizational change failure have significantly broadened the organizational behavior perspective on individual change experiences, however, the underlying mechanism for change leaders’ influential behavior remains a relatively underspecified area. Objectives: Our central theoretical contribution focuses on the ways in which linking the findings from different research areas that deal with storytelling and persuasive communication can contribute to understanding the underlying mechanism of change leaders’ influential behavior. Methods: We examine the various strands of research in management concerned with change leadership and persuasive communication, and propose a multidisciplinary perspective from developmental psychology, linguistics, political science, consumer psychology, and religious studies. Results: Our approach draws on the key theoretical perspectives from the social cognitive theory and commensurable interdisciplinary findings as the basis for a narrative-based process model of change leaders’ influential behavior. Our model includes propositions about the change leader’s interpretation of ideological change as well as the change leader’s process of sensemaking and sensegiving. Conclusion: We argue that the change leader’s persuasive communication efforts are based on the leader’s narrative intelligence and influence, which promote the change recipient’s attachment formation.
Sadarić, Antonio & Skerlavaj, Miha (2023)
Leader Idea Championing for Follower Readiness to Change or Not? A Moderated Mediation Perspective of Prosocial Sensegiving
Change agents influence employee attitudes in order for organizations to change. In an effort to unravel this influence mechanism, we examined the change leader-recipient relationship. More specifically, how change leaders’ championing (independent variable) relates to recipients’ readiness to change (dependent variable). Our conceptual model of change leaders’ prosocial sensegiving is based on adult attachment theory operationalized through storytelling. To test our model, we surveyed 164 change recipients undergoing organizational change in various industries. Results confirm the first part of our model: psychological need satisfaction partially mediates the relation between change leaders’ championing and recipients’ readiness to change. In other words, prosocial change leaders act as attachment figures alleviating anxiety caused by ambiguity addressing change recipients’ proximity-seeking behaviour. Despite what has been described in scholarly works, change leaders’ methods of persuasion seem to be a more accurate indicator of recipients’ readiness for change. Part two of our hypothesized model could not be confirmed: moderation effects of leader influence and narrative intelligence could not be confirmed. We conclude that prosocial change leaders’ who demonstrate narrative intelligence use stories to elicit an emotional response from change recipients, effectively increasing their perceived psychological need satisfaction, ultimately affecting their readiness to change.
Vavpotič, Žiga & Skerlavaj, Miha (2023)
FOUNDING LEADERS' PHILANTHROPIC TRANSITION FRAMEWORK: LEADERSHIP JOURNEY FROM BUSINESS TO (FULL‐TIME) PHILANTHROPY
This article presents the Founding Leaders’ Philanthropic Transition Framework (FLPTF), a novel model examining founding leaders’ transition from business to philanthropy. Rooted in ontological principles and leadership theories, the FLPTF explores shifts in leadership styles and organizational dynamics. The article identifies a gap in the existing literature, highlighting the need for comprehensive analyses of these transitions, and offers a theoretical model. The model’s dimensions, built on cognitive and behavioral aspects, allow for a thorough exploration of leadership styles as they unfold and develop through the leadership journey of company founders. The FLPTF serves as a theoretical guide and pragmatic tool, anticipating challenges and opportunities during the transition process for potential cases, which are named in the article. It paves the way for deeper investigation into leadership evolution shifts when founding leaders transition from business to full‐time philanthropy.
Skerlavaj, Miha; Černe, Matej & Batistič, Saša (2023)
Knowledge Hiding in Organizations: Meta-Analysis 10 Years Later
A decade since the seminal paper on knowledge hiding in organizations (Connelly et al., 2012) emerged, this research area has witnessed rapid evolution, resulting in a fragmentation of the field and conceptual proliferation. Given the increasing interest in knowledge hiding, this study complements a set of recently published (systematic) literature reviews and proposes an organizing framework (nomological network) for antecedents and consequences of knowledge hiding, and tests it using meta-analytic procedures. Based on an effect analysis drawn from 131 studies and 147 samples, comprising 47,348 participants, the relationships between knowledge hiding and different antecedent and consequence categories are examined. The results generally support expected relationships across the vast majority of categories of knowledge-hiding antecedents, including job characteristics, leadership, attitudes and motivations, working context, personality, and individual differences. Knowledge hiding is related to outcomes, including creativity, task performance, incivility, deviance, and deterioration of workplace behavior. We also provide comprehensive empirical evidence to support the conceptual claim that knowledge hiding is not correlated with knowledge sharing. We have also tested mediations of the most salient antecedents of knowledge hiding. Through our meta-analytic review, we hope to solidify and redirect the trajectory of the growing and maturing knowledge-hiding domain after its first decade of existence.
Sumanth, John J.; Černe, Matej, Hannah, Sean T. & Skerlavaj, Miha (2023)
Fueling the Creative Spark: How Authentic Leadership and LMX Foster Employees’ Proactive Orientation and Creativity
Creativity is a critical determinant of organizations’ abilities to compete and perform in rapidly changing and complex contexts. Though scholars have identified several contextual factors, such as leadership, that motivate employees’ creative performance, the psychological mechanisms and boundary conditions underpinning this relationship are relatively unknown. Drawing on social exchange theory, we propose that a proactive orientation, a psychological state rooted in the cognitive and behavioral process of setting a proactive goal and striving to achieve it, is a critical mechanism linking authentic leadership to employees’ creativity. Across two field studies of working professionals in Central Europe and the U.S., we show how authentic leadership fuels employees’ creative performance through a proactive orientation and introduce leader–member exchange (LMX) as an important moderator of this mediated relationship. In Study 1, using a sample of European manufacturing employees, we find support for the mediating role of a proactive orientation linking authentic leadership to creative performance, above, and beyond the effects of ethical leadership. In Study 2, using a sample of university staff, we replicate this finding and extend it by highlighting the moderating role of LMX on the authentic leadership-proactive orientation relationship.
Previous meta-analytic evidence has shown several job-design characteristics to be crucial predictors of employee innovativeness. The reality is, however, that many individuals are likely to be in misfit with the experienced characteristics of their jobs. Discrepancy in job-design characteristics (actual versus wanted) has (paradoxically) the potential to explain employee innovative work behavior. In particular, we focused on task identity and entertain the possibility that employee engagement in creative bootlegging interacts with incongruent situations between actual- and wanted-task identity, thereby increasing their creative and innovative performance. The results of moderated polynomial regression analyses from the multisource field study of 233 working professionals and 62 direct supervisors employed by a European bank suggest several interesting findings. First, congruence in actual–wanted task identity at high levels (a high-fit situation) leads to higher levels of innovative work behavior than congruence achieved at low levels (a low-fit situation). Second, we found empirical evidence that task–identity incongruence is driving innovative work behaviors more than congruence does. Finally, incongruence in actual–wanted task identity interacts with creative bootlegging in positively predicting innovative work behavior when employees self-report higher levels of underground innovation activities.
Škerlavaj, Miha & Eržen, Luka (2022)
Governing corporate culture : guide for supervisory boards of state-owned enterprises
Černe, Matej; Škerlavaj, Miha & Smonig, Marjan (2022)
School of Economics and Business, University of Ljubljana : "It' is a privilege to give back to the country"
Škerlavaj, Miha (2022)
Post-Heroic Leadership: Epilogue and Agenda for Future Research and Action
The COVID-19 pandemic has introduced completely new dimensions into an already uncertain world and has revealed important shortcomings in current forms of leadership. We are currently living in the time of paradoxes; caught between the local and the global, the common and the individual. These paradoxes cause increased volatility, uncertainty, complexity, and ambiguity, and signal the need for a structural change in how we approach leadership. I argue that it is the post-heroic leaders who will be able to tackle the wicked problems of the future that are here to stay long after the pandemic is forgotten.
The concept of post-heroic leadership is defined, following the dimensions of shared and servant leadership. From the post-heroic view, leadership is firstly defined by its sharedness, focus on collective achievement, teamwork, and shared accountability. Secondly, it is seen as a social process, with human interactions at its core. Servant leadership is composed of six key characteristics: empowering and developing people, humility, authenticity, interpersonal acceptance, providing direction, and stewardship. We need post-heroic leadership to find viable solutions for complex tasks, that include both uncertainty and interdependence.
Škerlavaj, Miha (2022)
Postherojsko vodenje : kontekst, proces in rezultati
Škerlavaj, Miha (2022)
Post-Heroic Leadership: Context, Process and Outcomes
This pioneering new book sets out to categorize context, process, and outcomes of post-heroic leadership. Complexities of modern business environment along with fundamental functioning of human psychology require us to make a paradigm shift in the way we perceive and practice effective leadership. The author argues that in order for businesses to succeed in the times to come, leaders need to move away from ego-centered leadership toward post-heroic leadership – a leadership that emphasizes servant and shared practices, puts task and collective front and center and leaders’ ego in the background.
Providing a deeper understanding of the post-heroic leadership across industries and disciplines, the book starts by elaborating on the zeitgeist and need for a new type of leadership. It highlights the process and elements of post-heroic leadership in action, such as post-heroically leading change, developing culture of trust with feedback, and sustainable and responsible post-heroic leadership. Finally, the book focuses on the outcomes of post-heroic leadership, including resilience and innovation.
Featuring mini-case studies from leaders in healthcare, family entertainment, ICT, haute cuisine, and manufacturing to name a few, this book provides a thorough understanding of this new wave of leadership and a platform for further research.
Černe, Matej; Kaše, Robert & Skerlavaj, Miha (2022)
Idea championing as a missing link between idea generation and team innovation implementation: A situated emergence approach
We examine idea championing as a key intermediary process of the idea journey linking idea generation and idea implementation in teams. Building upon multilevel framework of emergence we theorize about how compositional and compilational emergence of idea generation along with idea championing behaviors translate team members’ creative ideas into team-level innovative solutions. We adopt a two-study research design including a two-wave two-source field study (309 employees nested into 92 teams with direct supervisors) and an experimental study (423 students nested into 79 teams) to test our conceptual model. The results of field study show that team innovation process featuring strong compilational (selected actor-maximum) idea generating followed by compilational idea championing leads to best team-level innovative solutions. Using a sociometric approach as a part of an experimental study, we further show that individuals exhibiting the strongest idea generating activity are also significantly more likely the ones engaging in most intense idea championing behavior. While having team members exhibiting such exceptional behaviors is relatively more effective in an unstructured team innovation setup, structured idea journey setups result in better team-level innovative solutions, when idea championing behaviors are more equally distributed among team members. Theoretical and practical implications are discussed.
Understanding the patterns and underlying mechanisms that come into play when employees exchange their knowledge is crucial for their work performance and professional development. Although much is known about the relationship between certain global network properties of knowledge-flow networks and work performance, less is known about the emergence of specific global network structures of knowledge flow. The paper therefore aims to identify a global network structure in blockmodel terms within an empirical knowledge-flow network and discuss whether the selected local network mechanisms are able to drive the network towards the chosen global network structure. Existing studies of knowledge-flow networks are relied on to determine the local network mechanisms. Agent-based modelling shows the selected local network mechanisms are able to drive the network towards the assumed hierarchical global structure.
Hernaus, Tomislav; Černe, Matej & Skerlavaj, Miha (2021)
The interplay between relational job design and cross‐training in predicting employee job/task citizenship performance
Drawing on a relational perspective to human resource development and management (HRD/M), a multilevel and multisource field study has been conducted examining how HRM practices of job interaction requirements/task interdependence and HRD practice of cross-training interplay in order to enhance employees' job/task citizenship performance (JCP). A two-level research model from a sample of 43 organizations and 535 nested individuals demonstrates that socially enriched jobs (interactive and interdependent), when supplemented with organizational (system-wide) cross-training opportunities, increase extra efforts among employees to complete activities which are not part of their in-role requirements. Thus, by applying a 1-2-1 moderation analysis, we offer new knowledge about social and cognitive aspects of human behavior above and beyond the traditional focus on narrowly defined job/task performance. In addition, we explicate how mutual understanding across job positions may practically contribute to achieving superior individual-level JCP when relational architecture of the workplace is designed.
Hleb, Katja; Skerlavaj, Miha & Rozman, Domen (2021)
Hopping the Hoops or Building a Communal Culture as the Most Significant Pillar of Leadership of the Commons
The chapter focuses on COVID-19 as a wicked problem in a multi-dimensional space. It has medical, economic, business, sociological, technological, organizational, environmental, and psychological aspects that need to be considered simultaneously. An important part of the puzzle are inclusive and collaborative forms of leadership (such as post-heroic) that help build resilient organizations, teams and individuals.
In our introduction to this special issue on understanding knowledge hiding in organizations, we provide some context to how and why this phenomenon should be studied. We then describe the five articles that comprise the special issue, and we note some common themes and divergences in this collection. Our introduction concludes with some suggestions for future research on knowledge hiding in organizations.
Harrison, Spencer; Carlsen, Arne & Škerlavaj, Miha (2019)
Marvel’ın Kapalı Gişe Makinesi
Harrison, Spencer; Carlsen, Arne & Škerlavaj, Miha (2019)
A máquina de sucessos de bilheteria da Marvel: Como o estúdio equilibra continuidade e renovação
Harrison, Spencer; Carlsen, Arne & Škerlavaj, Miha (2019)
Marvel, la machine à succès: Comment les studios équilibrent continuité et renouvellement
Purpose Although organizations expect employees to share knowledge with each other, knowledge hiding has been documented among coworker dyads. This paper aims to draw on social exchange theory to examine if and why knowledge hiding also occurs in teams. Design/methodology/approach Two studies, using experimental (115 student participants on 29 teams) and field (309 employees on 92 teams) data, explore the influence of leader-member exchange (LMX) on knowledge hiding in teams, as well as the moderating role of collective (team-level) prosocial motivation. Findings The results of experimental Study 1 showed that collective prosocial motivation and LMX reduce knowledge hiding in teams. Field Study 2 further examined LMX, through its distinctive economic and social facets, and revealed the interaction effect of team prosocial motivation and social LMX on knowledge hiding. Originality/value This study complements existing research on knowledge hiding by focusing specifically on the incidence of this phenomenon among members of the same team. This paper presents a multi-level model that explores collective prosocial motivation as a cross-level predictor of knowledge hiding in teams, and examines economic LMX and social LMX as two facets of LMX.
Harrison, Spencer; Carlsen, Arne & Škerlavaj, Miha (2019)
마블의 블록버스터 머신 (Marvel's Blockbuster Machine)
Harrison, Spencer; Carlsen, Arne & Škerlavaj, Miha (2019)
Marvel’s Blockbuster Machine: How the studio balances continuity and renewal
In this paper, we examine the socio-cultural aspects of knowledge hiding. Specifically, we aim to deepen the understanding regarding the role that national cultural dimensions and motivation play in stimulating or preventing knowledge hiding. We investigate a three-way interaction among prosocial motivation, cultural tightness, and uncertainty avoidance to explain knowledge hiding in organizations. Our field studies involved working professionals from Slovenia (n = 123) and China (n = 253). Results show that the highest level of knowledge hiding happens when employees are met with a combination of a low level of prosocial motivation, a low level of cultural tightness, and a low level of uncertainty avoidance. The highest levels of knowledge hiding thus occur when employees are not motivated by the welfare of others, are inclined to take the risk and simultaneously perceive that deviation from cultural norms will not be sanctioned. We discuss the contributions and implications of our
Sitar, Alesa Sasa & Škerlavaj, Miha (2018)
Learning-structure fit Part I: Conceptualizing the relationship between organizational structure and employee learning
Interpersonal trust is associated with a range of adaptive outcomes, including knowledge sharing. However, to date, our knowledge of antecedents and consequences of employees feeling trusted by supervisors in organizations remains limited. On the basis of a multisource, multiwave field study among 956 employees from 5 Norwegian organizations, we examined the predictive roles of perceived mastery climate and employee felt trust for employees' knowledge sharing. Drawing on the achievement goal theory, we develop and test a model to demonstrate that when employees perceive a mastery climate, they are more likely to feel trusted by their supervisors at both the individual and group levels. Moreover, the relationship between employees' perceptions of a mastery climate and supervisor‐rated knowledge sharing is mediated by perceptions of being trusted by the supervisor. Theoretical contributions and practical implications of our findings are discussed.
Sitar, Alesa Sasa; Pahor, Marko & Škerlavaj, Miha (2018)
Learning-structure fit Part II: Empirical examination of the relationship between employee learning and formalization, specialization, and standardization of work
Purpose
The belief that knowledge actually expands when it is shared has been deeply rooted in the mainstream knowledge management literature. Although many organizations and managers expect employees to share their knowledge with their colleagues, this does not always occur. This study aims to use the conservation of resources theory to explain why employees who experience greater time pressure are more likely to engage in knowledge hiding; it further considers how this behavior may be moderated by these employees’ prosocial motivation and perspective taking.
Design/methodology/approach
The paper uses quantitative multi-study research design as a combination of two-wave field study among 313 employees at an insurance company and a lab experimental study.
Findings
In the field study (Study 1), the authors find that perceived time pressure is positively related to knowledge hiding. Furthermore, this relationship is moderated by prosocial motivation: employees who perceive greater time pressure hide knowledge only when they are low in prosocial motivation. An experiment (Study 2) replicates these findings, and finds that perspective taking mediates the moderating effect of prosocial motivation on the relationship between time pressure and knowledge hiding.
Research limitations/implications
Despite its many contributions, the present research is also not without limitations. Study 1 was a cross-lagged sectional field study with self-reported data (although the two-wave design does help alleviate common-method-bias concerns). Causality concerns were further alleviated by using additional experimental study.
Practical implications
The paper highlights important reasons why people hide knowledge at work (because of experienced time pressure) as well as identifies two interlinked potential remedies (prosocial motivation and perspective taking) to reduce knowledge hiding.
Originality/value
This paper contributes to expanding nomological network of knowledge hiding construct by extending the set of known antecedents and contingencies.
Škerlavaj, Miha (2018)
From Creativity to Innovation: Four Leadership Lessons about Capitalizing on High-Potential Ideas
Creative ideas fuel modern organizations and are increasingly salient in times of change. However, novelty—one defining characteristic of creative ideas—is associated with risk. That being said, highly creative ideas tend to represent the most potential, relative to the value they add to organizations and their members. How can leaders increase the odds of successfully transforming high-potential creative ideas into innovative realities? This chapter reviews the most current research findings on optimizing high-potential creative ideas to render the innovation advances they promise. It summarizes and exemplifies the following four leadership lessons: 1) change agents, 2) supportive leadership, 3) integrating multiple perspectives from assorted stakeholders, and 4) facilitating creative employee behavior in the workplace. Research suggests that effectively capitalizing on high-potential ideas in organizational settings requires active leadership that involves a mastery of the competencies of relevant change agents, as the development of new ideas requires rigorous in-context management of the change process. Leaders need to show two-dimensional support of tasks and individuals, not only to provide resources and assistance as needed, but also to facilitate proactive behaviors by challenging employees to depart from the status quo. The successful leader, above all, recognizes that capitalizing on creativity is a social process that requires contributions from multiple viewpoints, and that various stakeholders need to be involved.
Dysvik, Anders; Carlsen, Arne & Škerlavaj, Miha (2017)
Rings of fire: Training for systems thinking and broadened impact
What is the impact of training and development activities at work? In this chapter we argue that such a question should not only be an academic concern but also one that gets is built into all decisions about training. The purpose of our chapter is to investigate how training can contribute to development of systems thinking of trainees as seen through three lenses of building impact; the realm of business impact, the realm beneficiary impact and the realm of societal impact. We thus contribute to a system thinking training by developing and illustrating a framework where we deepen, reorient and expand systemic approaches along these three sets of systemic realms. We reason from three main sets of contrasting empirical examples.
Škerlavaj, Miha; Černe, Matej, Dysvik, Anders, Nerstad, Christina G. L. & Su, Chunke (2017)
Riding two horses at once: The combined roles of mastery and performance climates in implementing creative ideas
Not all creative ideas end up being implemented. Drawing on micro‐innovation literature and achievement goal theory, we propose that the interplay of two types of work motivational climates (mastery and performance) moderates a curvilinear relationship between the frequency of idea‐generation and idea‐implementation behavior. Field studies in two non‐Western countries (China, with a study of 117 employees nested within 21 groups, and Slovenia, with a study of 240 employees nested within 34 groups) revealed a three‐way interaction of idea generation, performance climate, and mastery climate as joint predictors of idea implementation. Specifically, results of random coefficient modeling show that when combined, mastery and performance climates transform the relationship between the frequency of idea generation and idea implementation from an inverse U‐shaped curvilinear relationship to a positive and more linear one. These findings suggest that ideas are most frequently implemented in organizational contexts characterized by both high‐mastery and high‐performance climates. Implications for research and practice are discussed.
Černe, Matej; Hernaus, Tomislav, Dysvik, Anders & Škerlavaj, Miha (2017)
The Role of Multilevel Synergistic Interplay among Team Mastery Climate, Knowledge Hiding, and Job Characteristics in Stimulating Innovative Work Behavior
This study investigates the multilevel interplay among team-level, job-related, and individual characteristics in stimulating employees’ innovative work behavior (IWB) based on the theoretical frameworks of achievement goal theory (AGT) and job characteristics theory (JCT). A multilevel two-source study of 240 employees and their 34 direct supervisors in two medium-sized Slovenian companies revealed significant two- and three-way interactions, where a mastery climate, task interdependence, and decision autonomy moderated the relationship between knowledge hiding and IWB. When employees hide
knowledge, a team mastery climate only facilitates high levels of IWB if accompanied by either high task interdependence or high decision autonomy. In the absence of one of these job characteristics, knowledge hiding prevents higher levels of IWB even in the case of strong team mastery climate. The results suggest that multiple job design antecedents are necessary to neutralize the negative influence of knowledge hiding on micro-innovation processes within organizations.
Aleksic, Darija; Mihelic, Katarina Katja, Černe, Matej & Škerlavaj, Miha (2017)
Interactive effects of perceived time pressure, satisfaction with work-family balance (SWFB), and leader-member exchange (LMX) on creativity
Purpose – Drawing on role theory, the paper aims to investigate a curvilinear relationship
between employee’s perceived overall time pressure and creativity. Apart from this, we explore a
three-way interaction of perceived time pressure, satisfaction with work-family balance (SWFB),
and leader-member exchange (LMX) on creativity.
Design/methodology/approach – The paper reports a quantitative study of 251 employees from
a European company. An online survey was used to collect data. The proposed hypotheses were
tested using moderated hierarchical regression analysis.
Findings – Results demonstrate a U-shaped curvilinear relationship between perceived time
pressure and creativity. Results further confirm the proposed three-way interaction of perceived
time pressure, SWFB and LMX as joint predictors of creativity.
Research limitations/implications – The cross-sectional research design limits the ability to
demonstrate causality. Moreover, the data were collected from a single source causing concern
for common method bias. Nonetheless, recent research suggests that common method bias
cannot create an artificial interaction effect.
Originality/value – This study is one of the rare attempts to examine a curvilinear relationship
between perceived time pressure and creativity. Moreover, it contributes to the work-family
literature by providing the first empirical examination of the linkage between SWFB and
creativity. Furthermore, we find a three-way interaction between time pressure, SWFB and
LMX, and creativity. Our findings broader our understanding of how personal and contextual
factors interact to foster creativity
Škerlavaj, Miha; Su, Chunke & Huang, Meikuan (2017)
The moderating effects of national culture on the development of organisational learning culture : A multilevel study across seven countries [Reprint from JEEMS, Vol. 18, Iss. 1, 2013]
Culturally diverse colleagues can be valuable sources for stimulating creativity at work, yet only if they decide to share their knowledge. Drawing on the social exchange theory, we propose that cross-cultural interactions among individuals from different national backgrounds
can act as a salient contingency in the relationship between knowledge hiding and creativity (individual and team). We further suggest, based on the social ategorization theory (e.g., the categorization process of “us” against “them” based on national differences), that cultural intelligence enhances the likelihood of high-quality social exchanges between culturally diverse
individuals and, therefore, remedies the otherwise negative relationship between individual knowledge hiding and individual creativity. Two studies using field and experimental data offer consistent support for this argument. First, a field study of 621 employees nested among 70 teams revealed that individual knowledge hiding is negatively related to individual creativity and that cultural intelligence moderates the relationship between knowledge hiding and creativity at an individual level. A quasi-experimental study of 104 international students nested in 24 teams replicated and extended these findings by implying that individual knowledge hiding is also negatively related to team creativity. We discuss the implications for practice and future research.
Social and economic leader-member exchange and employee creative behavior: The role of employee willingness to take risks and emotional carrying capacity
In the current study we explore the relational aspect of leadership for stimulating employee creative behavior. Drawing on leader-member exchange (LMX) theory, we propose that the association between two distinct types of leader-member exchange relationships (social [SLMX] and economic [ELMX]) and creative behavior is mediated by employee willingness to take risks and moderated by emotional carrying capacity. Based on two-wave data from a sample of 147 employees, we surprisingly find only marginal support for the association between SLMX and creative behavior, and, as expected, we find no support for the association between ELMX and creative behavior. We do find evidence of the full mediation of willingness to take risks in these two associations. Furthermore, we also find a positively significant interaction of SLMX with emotional carrying capacity (ECC), but no support for the interaction of ELMX with ECC in predicting employee creative behavior. We contribute to a deeper view of understanding the leadership of employee creativity as a relational process, contingent upon both employee characteristics as well as the nature of leader-member exchange.
Černe, Matej; Kaše, Robert & Škerlavaj, Miha (2016)
Non-technological innovation research: evaluating the intellectual structure and prospects of an emerging field
In today’s quickly changing work environment, many individuals want to be creative at their workplace, but only some of them succeed at manifesting these tendencies. In three studies, using both field and experimental data, we focused on transforming individuals’ preference for creativity, defined as an inclination for liking and wanting to be creative, into actual creativity. We first conducted a pilot Study 1 to establish discriminant validity to related constructs and provided initial evidence on its predictive and incremental validity. Next, we performed a field Study 2, where we found that transforming preferences for creativity into supervisor-rated creativity is contingent upon employees’ perceptions of clear outcome goals. Clear outcome goals fostered individuals’ preference for creativity to result in higher levels of supervisor-rated creative behavior—a finding that was replicated in an experimental Study 3. Furthermore, we explored whether work enjoyment mediated the moderated relationship between preference for creativity and creative outcomes. The results supported our mediated moderation model, whereby the manipulation of clear goals led to higher work enjoyment, influencing individuals’ preference for creativity to result in higher ratings of their creative outcomes.
Černe, Matej; Jaklič, Marko & Škerlavaj, Miha (2016)
Management innovation enters the game : re-considering the link between technological innovation and financial performance
Škerlavaj, Miha; Dysvik, Anders, Černe, Matej & Carlsen, Arne (2016)
Succeeding with capitalizing on creativity: an integrative framework
, s. 335- 344.
Trost, Jana Krapez; Škerlavaj, Miha & Anzengruber, Johanna (2016)
The ability-motivation-opportunity framework for team innovation : efficacy beliefs, proactive personalities, supportive supervision and team innovation.
In two studies using both field (165 employees and their 24 direct supervisors from a manufacturing firm in Study 1) and experimental (123 second-year undergraduate student participants in lab Study 2) data, we explore how perceived supervisor support acts as a crucial contingency that enables higher levels of idea implementation from creative-idea generation. First, we suggest that excessive creative-idea generation (in terms of both frequency and creativity of ideas) can lead to diminished returns with regards to idea implementation. Drawing on a resource allocation framework, we hypothesize and find a curvilinear inverse U-shaped relationship between employee creative-idea generation and implementation. Second, we examine perceived supervisor support as a moderator of the curvilinear inverse U-shaped relationship between idea generation and implementation. In line with our second hypothesis, we find that higher levels of perceived supervisor support dampen the curvilinear relationship between creative-idea generation and idea implementation. Accordingly, perceived supervisor support seems to provide employees with access to resources and support needed for idea implementation, making highly creative ideas more implementable.
Stereotipi o medgeneracijskem sodelovanju v podjetjih : študija primerov slovenskih podjetij = Stereotypes about intergenerational cooperation in companies : case study of Slovene companies
Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees' job satisfaction
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.
Černe, Matej; Jaklič, Marko & Škerlavaj, Miha (2013)
Decoupling management and technological innovations: Resolving the individualism–collectivism controversy
This study aims to resolve the contradictory previous research findings on the relationship between individualism–collectivism and innovation. We draw on innovation theory and relate to the difference between non-technological (management) and technological innovation types as well as to the distinction between exploration and exploitation (invention and commercialization of technological innovations). Using Community Innovation Survey (CIS) 2006 micro data for innovation at the organizational level in 13 countries – along with Hofstede, 1980 and Hofstede, 2001, GLOBE (2005), and Schwartz (2006) scores for individualism–collectivism – we apply Hierarchical Linear Modeling (HLM). The results indicate that individualism is positively related to the invention phase, whereas collectivism is beneficial for the commercialization of innovative ideas. Furthermore, in collectivistic cultures, management innovation plays a more important stimulating role in enhancing technological innovation than it does in individualistic ones. This provides the managers with an idea of when innovation processes in their companies would be more favorable versus detrimental.
Černe, Matej; Jaklič, Marko & Škerlavaj, Miha (2013)
Authentic leadership, creativity, and innovation: A multilevel perspective
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.
Krapez, Jana; Škerlavaj, Miha & Groznik, Ales (2012)
Contextual variables of open innovation paradigm in the business environment of Slovenian companies
14(1) , s. 17- 38.
This article addresses the current condition of Slovenian business environment and its support to open innovation. By carrying out qualitative empirical research, we investigate to what extent determinants from internal, narrower and broader external business environment influence open innovation in Slovenian companies. Several support
mechanisms were established to create friendlier environment for open innovation. Our study indicates that if Slovenia wants to be successful on the long run, supportive environment cannot and should not be based solely on government financial support, but must
also contain other elements that affect technological development, meaning: 1) organizational culture, values, reward system; 2) legislation; 3) tax and social contributions; 4) bureaucratic barriers; 5) human resources; and 6) favorable bank loans, bank guarantees,
venture capital, etc. The paper concludes with implications for managers and policy makers, outlining several promising areas for future research.
Piekkari, Rebecca; Škerlavaj, Miha, Larsson, Magnus & percy, sally (2022)
Leave your ego at the door – what nordic leaders can teach us
[Kronikk]
Škerlavaj, Miha & Pija, Kapitanovič (2019)
Inovacijsko vesolje: Vse mora biti ves čas drugačno, a povezano
[Kronikk]
Škerlavaj, Miha & Ina, Petric (2019)
Inoviranje naj bo stalnica razvoja
[Kronikk]
Škerlavaj, Miha & Derčar, Maja (2018)
Zaposleni na prvem mestu (Employees first), Studio ob 17, Radio Slovenija 1
Še deset super izvoznih let , da bomo blizu najboljšim
[Kronikk]
Škerlavaj, Miha & Ilar, Petra (2018)
Kako ustvarjalnost dobi pospešek
[Kronikk]
Škerlavaj, Miha; Fedina, Alla & Karvonen, Maria (2017)
Rethinking the boundaries of work between humans and machines
[Kronikk]
Carlsen, Arne; Škerlavaj, Miha & Dysvik, Anders (2016)
Virtual special issue: Good organization in Management Learning
[Kronikk]
Škerlavaj, Miha (2016)
I am interested in what makes people go that extra mile at work. And how do they relate to others.
[Kronikk]
Škerlavaj, Miha (2016)
Študijski programi ponekod že na voljo v tujem jeziku
[Kronikk]
Černe, Matej; Nerstad, Christina G. L., Dysvik, Anders & Škerlavaj, Miha (2014)
Hide knowledge from co-workers? It just doesn't pay, study finds
[Kronikk]
Černe, Matej; Nerstad, Christina G. L., Dysvik, Anders & Škerlavaj, Miha (2014)
Hoarding Ideas at Work? Why You Should Stop
[Kronikk]
Černe, Matej; Nerstad, Christina G. L., Dysvik, Anders & Škerlavaj, Miha (2014)
Knowledge-hoarding is a no-win proposition
[Kronikk]
Klepec, Bojana Markovska & Škerlavaj, Miha (2025)
Postherojski pristop k razvoju podjetja: vpliv na inovacijski proces in zvišanje vrednosti organizacije
[Professional Article]. 2025(3)
Inovacije so v dinamičnem poslovnem okolju temelj uspeha. Slog vodenja neposredno vpliva na oblikovanje okolja, ki spodbuja inovacije. Postherojsko vodenje, ki temelji na dveh ključnih gradnikih, na porazdeljenem in uslužnostnem vodenju, ustvarja spodbudno okolje za razvoj novih idej in utira pot za implementacijo inovativnih rešitev. V prispevku s pogovori z vodstvenimi delavci iz različnih storitvenih podjetij ponazorimo pozitiven vpliv postherojskega vodenja na inovacijski proces. Kvantitativna raziskava v mednarodnem podjetju je pokazala tudi pozitiven vpliv na inovacijski proces – postherojsko vodenje je lahko pomemben dejavnik za uspešno uvajanje inovacij, kar vpliva na konkurenčnost in dolgoročno rast podjetij v sodobnem poslovnem okolju.
Harrison, Spencer; Carlsen, Arne & Skerlavaj, Miha (2023)
Creativity and the compositional paradox. A typology of creative output
Strong organizational cultures or corporate cultism? : investigating the interplay of transformational leadership, organizational identification and employee engagement.
[Conference Lecture]. Event
Skerlavaj, Miha (2022)
Why heroes are bad leaders
[Popular Science Article].
Harrison, Spencer; Carlsen, Arne & Škerlavaj, Miha (2020)
How do critics construct creative products? : location, breaches, and meaning in Hollywood franchises
[Conference Lecture]. Event
Sadarić, Antonio & Skerlavaj, Miha (2020)
Making sense of change through storytelling : perception of organizational culture and identity in merger and acquisition context
[Conference Lecture]. Event
Drašček, Matej & Škerlavaj, Miha (2020)
Will it fly?
[Professional Article]. 54(July/August) , s. 42- 45.
Hleb, Katja & Skerlavaj, Miha (2020)
Responsible leadership and leader development levels : towards a sustainable research framework
[Conference Lecture]. Event
Lilleløkken, Ann-Mari & Škerlavaj, Miha (2019)
'Good Soldiers' or 'Good Actors': Managing CSR Motives in Organisations
[Conference Lecture]. Event
We examine Corporate Social Responsibility (CSR) practises in organisations, and present a case for why both ‘doing good’ and ‘looking good’ are important for sustaining a system of generalised reciprocity. According to Baker and Bulkley (2014), generalised reciprocity is a way of organising, “an ongoing process of “interlocked behaviours” where one person’s behaviour is contingent on another person’s behaviour, whose behaviour is contingent on yet another person’s behaviour, and so on”. We begin by exploring prosocial and impression management motives, and discuss whether it is actually possible to separate these motivations in CSR practises. At the organisational level, these motives are known as ‘Paying-it-forward’ and ‘Rewarding Reputation’ (Baker and Bulkley, 2014), where one is induced by moral sentiment and the other by reputational rewards. We present a framework that suggests why both of these mechanisms are important, mixed motives in CSR practises enable a system of generalised reciprocity.
Seljeseth, Ingvild Müller; Moeini-Jazani, Mehrad, Fennis, Bob M., Škerlavaj, Miha & Warlop, Luk (2019)
Hvordan truet makt påvirker lederes evne til å lytte til andre
[Lecture]. Event
Harrison, Spencer; Carlsen, Arne & Škerlavaj, Miha (2018)
Weaving Tapestries, Building Towers: Repeat Creativity in Marvel’s Cinematic Universe
Pay-for-hiding? Pay-for-performance and team-based pay in knowledge hiding in mistrusted teams
[Conference Lecture]. Event
Škerlavaj, Miha; Kaše, Robert & Černe, Matej (2018)
V slogi je moč : izkustvena delavnica s Krogom recipročnosti : izvedba delavnice na Menedžerskem kongresu
[Lecture]. Event
Škerlavaj, Miha (2018)
Big Bang hackathon kickoff: Roundtable
[Lecture]. Event
Škerlavaj, Miha & Škerlavaj, Urška Vidovič (2018)
Zvezde ali ozvezdja?
[Popular Science Article].
Članek naslavlja dva široko uveljavljena mita o talentih, ki so jih raziskave v zadnjih dveh desetletjih odločno zavrnile. Prvič, ljudje niso talenti, ampak imajo talente. Drugič, zvezde niso zvezde, ampak so dejansko ozvezdja. Uspešnost najboljših posameznikov je izjemno pogojena z ljudmi in organizacijskim kontekstom, ki jih obdajajo. V razmislek
ponujava več praktičnih predlogov za krepitev vključujočega modela razvoja talentov kar najširšega kroga članov organizacije.
Škerlavaj, Miha (2018)
Leading innovation processes: Balancing continuity and renewal
Player Perspectives on Prosociality in Norwegian Football
[Conference Lecture]. Event
Bogilovic, Sabina; Černe, Matej, Škerlavaj, Miha & Berry, James (2018)
Creative Sparks: Task Conflict, Cultural Intelligence, and Creativity
[Conference Lecture]. Event
Dysvik, Anders; Carlsen, Arne & Škerlavaj, Miha (2018)
Good relations are golden
[Popular Science Article].
Škerlavaj, Miha (2017)
Team Innovation as Collaboration
[Lecture]. Event
Škerlavaj, Miha (2017)
Guiando ideas altamente creativas hacia la innovacion
[Popular Science Article]. (Cuarto Trimestre) , s. 95- 95.
Zweig, David; Scott, Kristyn A., Bogilovic, Sabina, Connelly, Cathrine E., Černe, Matej, Škerlavaj, Miha, Dyne, Linn van, Sarabi, Almasa, Toh, Soo Min & Robinson, Sandra (2017)
All quiet on the organizational front : knowledge hiding and silence
Action Follows Belief: Efficacy Beliefs, Proactive Personalities, Supportive Supervision and Team Innovation
[Conference Lecture]. Event
Černe, Matej; Sumanth, John & Škerlavaj, Miha (2014)
Is authenticity overrated? How authentic leaders diminish employee creativity
[Conference Lecture]. Event
Škerlavaj, Miha (2014)
Role of HRM in facilitating employee creativity and innovation
[Lecture]. Event
Škerlavaj, Miha (2014)
Innovation in services: State-of-the-science and future research opportunities
[Lecture]. Event
Škerlavaj, Miha (2014)
Stimulating Employee Creativity and Innovation: Myths and Facts
[Lecture]. Event
Krapez, Jana; Černe, Matej, Škerlavaj, Miha & Anzengruber, Johanna (2014)
AMO framework for team innovation: Efficacy beliefs, proactive personalities, and supportive supervision
[Conference Lecture]. Event
Škerlavaj, Miha (2013)
Innovative and creative organization
[Conference Lecture]. Event
Humborstad, Sut I Wong & Škerlavaj, Miha (2013)
Building Coalitions for Job Crafting: Leader-subordinate Autonomy Expectation (In)Congruence and Subordinate Perceived Competence Mobilization
[Conference Lecture]. Event
Škerlavaj, Miha & Černe, Matej (2013)
Vloga voditeljev pri oblikovanju organizacijske klime za ustvarjalno in inovativno delo
[Lecture]. Event
Škerlavaj, Miha (2013)
Prosocial motivation: How external and internal beneficiaries can inspire our work
[Lecture]. Event
Škerlavaj, Miha (2013)
Organizational networks
[Conference Lecture]. Event
Černe, Matej; Nerstad, Christina G. L., Dysvik, Anders & Škerlavaj, Miha (2013)
Kar seješ, to žanješ
[Professional Article]. (24) , s. 26- 27.
Aleksić, Darija; Krapez, Jana & Škerlavaj, Miha (2013)
Work organisation and innovation : case study : company X, Slovenia
[Report Research].
Škerlavaj, Miha; Černe, Matej, Dysvik, Anders, Nerstad, Christina G. L. & Su, Chunke (2013)
The combined roles of mastery and performance climates in implementing creative ideas
[Conference Lecture]. Event
Škerlavaj, Miha; Černe, Matej, Dysvik, Anders, Nerstad, Christina G. L. & Su, Chunke (2013)
Different, different but same : the combined roles of mastery and performance climates in implementing creative ideas in China and Slovenia
[Conference Lecture]. Event
Pfajfar, Lea & Škerlavaj, Miha (2013)
Zavzetost zaposlenih za delo: spodbudimo jo z ustreznim oblikovanjem delovnih mest in povezav med zaposlenimi
[Popular Science Article]. 11(53) , s. 28- 33.
Bogilović, Sabina & Škerlavaj, Miha (2013)
Vpliv kulturne inteligentnosti na razmerje med konfliktom glede na nalogo in ustvarjalnostjo v kulturno raznolikem okolju
[Conference Lecture]. Event
Černe, Matej & Škerlavaj, Miha (2013)
Inovacije v managementu vstopajo v igro : njihov pomen v razmerju med tehnološkimi inovacijami in finančno uspešnostjo = Management innovation enters the game : re-considering the link between technological innovation and financial performance
[Conference Lecture]. Event
Škerlavaj, Miha (2013)
Prosocial motivation: Outsourcing leadership
[Lecture]. Event
Škerlavaj, Miha (2013)
Facilitating creativity and innovation
[Lecture]. Event
Škerlavaj, Miha; Carlsen, Arne & Dysvik, Anders (2013)
Prosocial motivation: How can internal and external beneficiaries inspire our work?
[Lecture]. Event
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.
Škerlavaj, Miha; Aleksic, Darija & Krapez, Jana (2012)
Work organizational innovation case study - Mercator group
[Report Research].
Černe, Matej & Škerlavaj, Miha (2012)
Too creative to innovate: a curvilinear relationship between employee creativity and individual innovation
[Conference Lecture]. Event
In two field studies we contribute to bridging the gap between separated research streams on creativity and innovation by providing a more precise assessment of the relationship between employee creativity and innovation at the individual level . In Study 1, we found a curvilinear inverse U-shaped relationship between employee creativity and innovation. Moving beyond the person-centric perspective in examining this relationship, we propose a moderating effect of perceived supervisor support. We indicate it contributes to shaping the relationship between creativity and innovation to be more linear . In Study 2, we replicate results of the first study in addition to examining decision autonomy as a moderator in the investigated relationship. We find similar results as in case of supervisor support; decision autonomy buffers the curvilinearity of the relationship between employee creativity and individual innovation. We found support for the view that empowerment in the form of autonomy and close, supportive relations instead of tight monitoring and control are more suitable for stimulating implementation from creative behaviors .
Groznik, Ales & Škerlavaj, Miha (2012)
Business plan MBAR : Master of Business Administration in Research and Development
[Report Research].
Škerlavaj, Miha; Pahor, Marko, Pustovrh, Ales & Černe, Matej (2012)
Evalvacija aktivnosti SID banke v obdobju 2007-2010 z oceno vpliva krize na prihodnji razvoj tržnih vrzeli: evalvacijsko poročilo (Development bank evaluation study)
[Report Research].
Černe, Matej; Jaklič, Marko & Škerlavaj, Miha (2012)
Management and technological innovation: unveiling the individualism-collectivism controversy
[Conference Lecture]. Event
This study aims to unveil contradictory past research findings on the relationship between individualism-collectivism and innovation. It does so by examining the role of this national culture dimension in enhancing different innovation types (management, technological) at different stages of the innovation process. Using Community Innovation Survey 2006 micro data for innovation at the organizational level in 13 countries and Hofstede (1980, 2001), GLOBE (2005) and Schwartz (2006) scores for individualism-collectivism, we apply Hierarchical Linear Modeling (HLM) to explain how this national culture dimension predicts technological innovation at different stages (in the form of propensity to innovate and innovative performance). We also investigate how individualism-collectivism dimension moderates the relationship between management innovation and technological innovation. The results indicate individualism to be positively related to propensity to innovate because emphasis on personal freedom allows individuals to think and act creatively, but collectivism is positively associated to innovative performance, where social interaction and collaboration are more important for commercialization of innovative ideas. Furthermore, interaction effects demonstrate that in collectivistic cultures, management innovation plays a more important stimulating role in enhancing technological innovation than in individualistic ones.
Černe, Matej; Kaše, Robert & Škerlavaj, Miha (2012)
The intellectual structure of the non-technological innovation field : an author co-citation analysis
[Conference Lecture]. Event
The non-technological types of innovation are neither clearly defined, nor are they differentiated from each other, from other forms of innovation, from innovation in general, and from creativity. Hence we use co-citation analysis based on bibliometrics to produce a quantitative literature review that results in identification of key areas of research within the non-technological innovation literature. It enables us to find out where the knowledge base comes from in each of the areas. By using articles as the units of analysis and incorporating all the citations that are included in the ISI Web of Science, we trace the evolution of the intellectual structure of the non-technological innovation field during the period 1975–2011.
Krapez, Jana; Škerlavaj, Miha & Groznik, Ales (2012)
Contextual variables of open innovation paradigm within and around Slovenian companies
[Conference Lecture]. Event
Černe, Matej; Nerstad, Christina G. L. & Skerlavaj, Miha (2012)
Don’t come around here no more: Knowledge hiding, perceived motivational climate, and creativity
[Conference Lecture]. Event
Academic Degrees
Year
Academic Department
Degree
2007
University of Ljubljana
Ph.D.
2003
University of Ljubljana
Master of Science
2001
University of Ljubljana
Bachelor
Work Experience
Year
Employer
Job Title
2019 - Present
University of Ljubljana, School of Economics and Business
Professor of Management
2019 - Present
University of Ljubljana, School of Economics and Business
Vice-dean for Research and Doctoral Studies
2019 - 2021
BI Norwegian Business School
Adjunct Professor of Leadership and Organizational Behavior
2015 - 2018
BI Norwegian Business School
Professor of Leadership and Organizational Behavior
2013 - 2018
University of Ljubljana
Adjunct Associate Professor in Management
2013 - 2015
BI Norwegian Business School
Associate Professor
2013 - 2013
University of Ljubljana
Associate Professor in Management
2011 - 2013
BI Norwegian Business School
Adjunct Associate Professor
2008 - 2013
University of Ljubljana
Assistant Professor in Management
2010 - 2011
University of Ljubljana
Head of the Quality Assurance Committee and CEQUAL (Center for Quality Assurance and Learning)
2010 - 2010
University of Castilla, La Mancha, Spain
Visiting Professor
2008 - 2009
University of Ljubljana
Project Manager for AACSB Assurance of Learning Goals
