Faculty Profile

Miha Skerlavaj

Professor - Department of Leadership and Organizational Behaviour

Biography

Miha Škerlavaj is Professor at the Department of Leadership and Organizational Behaviour, BI Norwegian Business School. He is also an Adjunct Professor of Management and Organization at University of Ljubljana, Faculty of Economics (FELU) in Slovenia. He received his Ph.D. from FELU. His work has been accepted for publication in journals such as Academy of Management Journal, 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.  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

Publications

Hernaus, Tomislav; Černe, Matej, Connelly, Catherine, Poloski Vokic, Nina & Škerlavaj, Miha (2018)

Evasive knowledge hiding in academia: when competitive individuals are asked to collaborate

Journal of Knowledge Management Doi: 10.1108/JKM-11-2017-0531

Babic, Katja; Černe, Matej, Škerlavaj, Miha & Zhang, Pengcheng (2018)

The Interplay among Prosocial Motivation, Cultural Tightness, and Uncertainty Avoidance in Predicting Knowledge Hiding

Economic and Business Review, 20(3), s. 395- 422. Doi: 10.15458/85451.71

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

Škerlavaj, Miha (2018)

From Creativity to Innovation: Four Leadership Lessons about Capitalizing on High-Potential Ideas

Sasson, Amir (red.). At the Forefront, Looking Ahead: Research-Based Answers to Contemporary Uncertainties of Management

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.

Škerlavaj, Miha; Connelly, Catherine, Černe, Matej & Dysvik, Anders (2018)

Tell Me If You Can: Time Pressure, Prosocial Motivation, Perspective Taking, and Knowledge Hiding

Journal of Knowledge Management, 22(7), s. 1489- 1509. Doi: 10.1108/JKM-05-2017-0179 - Fulltekst i vitenarkiv

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.

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

Learning Organization Doi: 10.1108/TLO-02-2017-0022

Sitar, Alesa Sasa & Škerlavaj, Miha (2018)

Learning-structure fit Part I: Conceptualizing the relationship between organizational structure and employee learning

Learning Organization Doi: 10.1108/TLO-09-2015-0050

Nerstad, Christina G. L.; Rosalind, Searle, Černe, Matej, Dysvik, Anders, Škerlavaj, Miha & Scherer, Ronny (2018)

Perceived Mastery Climate, Felt Trust, and Knowledge Sharing

Journal of Organizational Behavior, 39(4), s. 429- 447. Doi: 10.1002/job.2241

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.

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]

Steger, Thomas; Lang, Rainhart & Rybnikova, Irma (red.). Management in CEE Countries between 1996 and 2016: Emerging and Enduring Issues [Special Issue, JEEMS, Journal of East European Management Studies]

Dysvik, Anders; Carlsen, Arne & Škerlavaj, Miha (2017)

Rings of fire: Training for systems thinking and broadened impact

Brown, Kenneth G (red.). The Cambridge Handbook of Workplace Training and Employee Development

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

European Management Review Doi: 10.1111/emre.12151

Bogilovic, Sabina; Černe, Matej & Škerlavaj, Miha (2017)

Hiding behind a mask? Cultural intelligence, knowledge hiding, and individual and team creativity

European Journal of Work and Organizational Psychology, 26(5), s. 710- 723. Doi: 10.1080/1359432X.2017.1337747

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.

Berg, Stine Therese S.; Grimstad, Arnhild, Škerlavaj, Miha & Černe, Matej (2017)

Social and economic leader-member exchange and employee creative behavior: The role of employee willingness to take risks and emotional carrying capacity

European Management Journal, 35(5), s. 676- 687. Doi: 10.1016/j.emj.2017.08.002

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.

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

Personnel review, 46(3), s. 662- 679. Doi: 10.1108/PR-04-2015-0085 - Fulltekst i vitenarkiv

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

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

Human Resource Management Journal, 27(2), s. 281- 299. Doi: 10.1111/1748-8583.12132

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.

Wong, Sut I; Škerlavaj, Miha & Černe, Matej (2017)

Build Coalitions to Fit: Autonomy Expectations, Competence Mobilization, and Job Crafting

Human Resource Management, 56(5), s. 785- 801. Doi: 10.1002/hrm.21805

Škerlavaj, Miha (2016)

Prososial motivasjon: du blir inspirert av gode gjerninger overfor andre … og deg selv

Buch, Robert; Dysvik, Anders & Kuvaas, Bård (red.). Produktiv motivasjon i arbeidslivet

Bogilovic, Sabina & Škerlavaj, Miha (2016)

Metacognitive and motivational cultural intelligence: Superpowers for creativity in a culturally diverse environment

Economic and Business Review, 18(1), s. 55- 76. Doi: 10.15458/85451.18

Škerlavaj, Miha; Dysvik, Anders, Černe, Matej & Carlsen, Arne (2016)

Succeeding with capitalizing on creativity: an integrative framework

Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (red.). Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations

Hudovernik, Janez; Škerlavaj, Miha & Černe, Matej (2016)

Proactive employee behaviors and idea implementation: three automotive industry cases

Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (red.). Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations

Černe, Matej; Sumanth, John & Škerlavaj, Miha (2016)

Everything in moderation: authentic leadership, leader–member exchange and idea implementation

Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (red.). Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations

Černe, Matej; Škerlavaj, Miha & Dysvik, Anders (2016)

Supportive supervision: a crucial factor for unlocking the potential of highly creative ideas perspective

Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (red.). Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations

Trošt, Jana Krapež & Škerlavaj, Miha (2016)

Should our heart rule our head? Team innovation through intuition and rationality

Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (red.). Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations

Černe, Matej; Kaše, Robert & Škerlavaj, Miha (2016)

This idea rocks! Idea championing in teams

Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (red.). Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations

Bogilovic, Sabina; Škerlavaj, Miha & Wong, Sut I (2016)

Idea implementation and cultural intelligence

Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (red.). Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations

Aleksic, Darija; Škerlavaj, Miha & Dysvik, Anders (2016)

The flow of creativity for idea implementation

Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (red.). Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations

Černe, Matej; Carlsen, Arne, Škerlavaj, Miha & Dysvik, Anders (2016)

Capitalizing on creativity: on enablers and barriers

Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (red.). Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations

Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (2016)

Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations

Edward Elgar Publishing.

Černe, Matej; Kaše, Robert & Škerlavaj, Miha (2016)

Non-technological innovation research: evaluating the intellectual structure and prospects of an emerging field

Scandinavian Journal of Management, 32(2), s. 69- 85. Doi: 10.1016/j.scaman.2016.02.001

Krapez Trost, Jana; Škerlavaj, Miha & Anzengruber, Johanna (2016)

The ability-motivation-opportunity framework for team innovation : efficacy beliefs, proactive personalities, supportive supervision and team innovation.

Economic and Business Review, 18(1), s. 77- 102. Doi: 10.15458/85451.17

Aleksić, Darija; Černe, Matej, Dysvik, Anders & Škerlavaj, Miha (2016)

I want to be creative, but … preference for creativity, perceived clear outcome goals, work enjoyment, and creative performance

European Journal of Work and Organizational Psychology, 25(3), s. 363- 383. Doi: 10.1080/1359432X.2015.1077809 - Fulltekst i vitenarkiv

Černe, Matej; Jaklič, Marko & Škerlavaj, Miha (2015)

Management innovation enters the game : re-considering the link between technological innovation and financial performance

Innovation Management, Policy & Practice, 17(4), s. 429- 449. Doi: 10.1080/14479338.2015.1126530

Černe, Matej; Hernaus, Tomislav, Dysvik, Anders & Škerlavaj, Miha (2015)

A Bird's Eye View of the Creativity-Innovation Nexus: The Moderating Role of Supervisor Support and Decision Autonomy

Shipton, Helen; Budhwar, Pawan, Sparrow, Paul & Brown, Allan (red.). Human Resource Management, Innovation and Performance

Mejas, Ula; Ruzzier, Mitja & Škerlavaj, Miha (2014)

Stereotipi o medgeneracijskem sodelovanju v podjetjih : študija primerov slovenskih podjetij = Stereotypes about intergenerational cooperation in companies : case study of Slovene companies

Naše gospodarstvo, s. 34- 45. Doi: 10.7549/ourecon.2014.3-4.04

Škerlavaj, Miha; Černe, Matej & Dysvik, Anders (2014)

I Get By With a Little Help From My Supervisor: Creative-Idea Generation, Idea Implementation, and Perceived Supervisor Support

Leadership Quarterly, 25(5), s. 987- 1000. Doi: 10.1016/j.leaqua.2014.05.003 - Fulltekst i vitenarkiv

Černe, Matej; Dimovski, Vlado, Maric, Miha, Penger, Sandra & Škerlavaj, Miha (2014)

Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees' job satisfaction

Australian Journal of Management, 39(3), s. 453- 471. Doi: 10.1177/0312896213503665

Černe, Matej; Nerstad, Christina G. L., Dysvik, Anders & Škerlavaj, Miha (2014)

What goes around comes around: Knowledge hiding, perceived motivational climate, and creativity

Academy of Management Journal, 57(1), s. 172- 192. Doi: 10.5465/amj.2012.0122

Černe, Matej; Jaklič, Marko & Škerlavaj, Miha (2013)

Management innovation in focus : the role of knowledge exchange, organizational size, and IT system development and utilization

European Management Review, 10(3), s. 153- 166. Doi: 10.1111/emre.12013

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

Journal of International Management, 19(2), s. 103- 117. Doi: 10.1016/j.intman.2013.03.004

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.

Škerlavaj, Miha; Su, Chunke & Huang, Meikuan (2013)

The moderating effects of national culture on the development of organisational learning culture : a multilevel study across seven countries

Journal for East European Management Studies, 18(1), s. 97- 134.

Černe, Matej; Jaklič, Marko & Škerlavaj, Miha (2013)

Authentic leadership, creativity, and innovation: A multilevel perspective

Leadership, 9(1), s. 63- 85. Doi: 10.1177/1742715012455130

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

Economic and Business Review: for Central and South-Eastern Europe, 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.

Černe, Matej; Jaklič, Marko, Škerlavaj, Miha, Aydinlik, Arzu Ulgen & Polat, Dilek Donmez (2012)

Organizational learning culture and innovativeness in Turkish firms

Journal of Management and Organization, 18(2), s. 193- 219.

Škerlavaj, Miha; Kostevc, Črt, Vasle, Boštjan & Jenko, Miha (2018)

Še deset super izvoznih let , da bomo blizu najboljšim

Delo, ISSN 0350-7521, 60 (231): 8. [Avis]

Škerlavaj, Miha & Ilar, Petra (2018)

Kako ustvarjalnost dobi pospešek

Dnevnik, ISSN 1318-0320, 68 (225): 7 [Avis]

Škerlavaj, Miha & Derčar, Maja (2018)

Zaposleni na prvem mestu (Employees first), Studio ob 17, Radio Slovenija 1

https://4d.rtvslo.si/arhiv/studio-ob-17h/174556421 [Radio]

Škerlavaj, Miha; Fedina, Alla & Karvonen, Maria (2017)

Rethinking the boundaries of work between humans and machines

Scandinavian Journal of Organizational Psychology 2017, 2 [Tidsskrift]

Škerlavaj, Miha (2016)

Študijski programi ponekod že na voljo v tujem jeziku

Svet na Kanalu A, Ljubljana, Slovenia [TV]

Škerlavaj, Miha (2016)

I am interested in what makes people go that extra mile at work. And how do they relate to others.

Advantage [Tidsskrift]

Černe, Matej; Nerstad, Christina G. L., Dysvik, Anders & Škerlavaj, Miha (2014)

Hide knowledge from co-workers? It just doesn't pay, study finds

Academy of management press release [Internett]

Černe, Matej; Nerstad, Christina G. L., Dysvik, Anders & Škerlavaj, Miha (2014)

Knowledge-hoarding is a no-win proposition

Management issues [Internett]

Černe, Matej; Nerstad, Christina G. L., Dysvik, Anders & Škerlavaj, Miha (2014)

Hoarding Ideas at Work? Why You Should Stop

Business News Daily, Fox Business News [Internett]

Carlsen, Arne; Škerlavaj, Miha & Dysvik, Anders (1)

Virtual special issue: Good organization in Management Learning

Management Learning [Kronikk]

Černe, Matej; Kaše, Robert, Hernaus, Tomislav, Dysvik, Anders & Škerlavaj, Miha (2018)

Pay-for-hiding? Pay-for-performance and team-based pay in knowledge hiding in mistrusted teams

[Academic lecture]. Academy of Management Meeting 2018.

Carlsen, Arne; Dysvik, Anders, Škerlavaj, Miha & Kvalnes, Øyvind (2018)

Growing Givers at Work: A Systems Approach to Prosocial Agency

[Academic lecture]. Academy of Management Meeting 2018.

Harrison, Spencer; Carlsen, Arne & Škerlavaj, Miha (2018)

Weaving Tapestries, Building Towers: Repeat Creativity in Marvel’s Cinematic Universe

[Academic lecture]. Academy of Management Meeting 2018.

Škerlavaj, Miha & Vidovič Škerlavaj, Urška (2018)

Zvezde ali ozvezdja?

[Popular scientific article]. HRM: strokovna revija za ravnanje z ljudmi pri delu

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.

Dysvik, Anders; Carlsen, Arne & Škerlavaj, Miha (2018)

Good relations are golden

[Popular scientific article]. BI Business Review Doi: https://www.bi.edu/research/business-review/articles/2016/09/good-relations-are-golden/

Bogilovic, Sabina; Černe, Matej, Škerlavaj, Miha & Berry, James (2018)

Creative Sparks: Task Conflict, Cultural Intelligence, and Creativity

[Academic lecture]. Israel Organizational Behavior conference.

Dysvik, Anders & Škerlavaj, Miha (2017)

In search of innovative work behaviour

[Popular scientific article]. BI Leadership Magazine, s. 18- 19.

Škerlavaj, Miha (2017)

Guiando ideas altamente creativas hacia la innovacion

[Popular scientific article]. Mundo Empresarial

Carlsen, Arne; Dysvik, Anders & Škerlavaj, Miha (2017)

Growing Givers at Work: A Systems Approach to Prosocial Agency

[Academic lecture]. POS Research Incubator.

Babic, Katja; Černe, Matej, Connelly, Catherine, Dysvik, Anders, Škerlavaj, Miha & Zhang, Pengcheng (2017)

The Interplay among Prosocial Motivation, Cultural Tightness, and Collectivism on Knowledge Hiding

[Academic lecture]. 77th Annual Meeting of the Academy of Management.

Černe, Matej; Hernaus, Tomislav & Škerlavaj, Miha (2017)

Actual-Wanted Task Identity Incongruence, Creative Bootlegging and Innovative Work Behavior

[Academic lecture]. 77th Annual Meeting of the Academy of Management.

Bogilovic, Sabina; Škerlavaj, Miha, Černe, Matej & Berry, James (2017)

Creative sparks: Task conflict, cultural intelligence, and creativity

[Academic lecture]. EAWOP 2017.

Bogilovic, Sabina & Škerlavaj, Miha (2017)

Person-organization value congruence and creativity

[Academic lecture]. EAWOP 2017.

Zweig, David; Scott, Kristyn A., Bogilovic, Sabina, Connelly, Cathrine E., Černe, Matej, Škerlavaj, Miha, van Dyne, Linn, Sarabi, Almasa, Min Toh, Soo & Robinson, Sandra (2017)

All quiet on the organizational front : knowledge hiding and silence

[Academic lecture]. The 32nd Annual Conference of the Society for Industrial and Organizational Psychology.

Škerlavaj, Miha (2017)

Tick tock : time pressure, prosocial motivation, perspective taking, and knowledge hiding

[Academic lecture]. Research seminars in Organization Studies.

Bogilovic, Sabina; Connelly, Catherine, Černe, Matej, Škerlavaj, Miha & van Dyne, Linn (2017)

Conceptual and Empirical Differences and Similarities Between Knowledge Hiding and Silence

[Academic lecture]. 2017 SIOP Conference.

Hernaus, Tomislav; Černe, Matej & Škerlavaj, Miha (2016)

Going the extra mile? : cross-training, relational job design and extra-role behavior of high-skilled and low-skilled workers.

[Academic lecture]. V: 10th International Workshop on Human Resource Management.

Škerlavaj, Miha (2016)

Leading creative ideas to innovation

[Popular scientific article]. BI Advantage, 3, s. 18- 19.

Grimstad, Arnhild; Strangstadstuen Berg, Stine Therese & Škerlavaj, Miha (2016)

Relate to create

[Popular scientific article]. BI Leadership Magazine, s. 22- 23. Doi: https://issuu.com/bi_business_school/docs/bi_leadership_magazine_2016_17_e-pa

Dysvik, Anders; Carlsen, Arne & Škerlavaj, Miha (2016)

Gull i gode relasjoner

[Popular scientific article]. BI Leadership Magazine, s. 6- 7. Doi: https://issuu.com/bi_business_school/docs/bi_leadership_magazine_2016_17_e-pa

Dysvik, Anders; Carlsen, Arne & Škerlavaj, Miha (2016)

Gull i gode relasjoner

[Popular scientific article]. BI Business Review

Dysvik, Anders; Carlsen, Arne & Škerlavaj, Miha (2016)

Gull i gode relasjoner

[Popular scientific article]. Kapital, 2016(15)

Škerlavaj, Miha (2016)

Tar du sjansen på sprø ideer?

[Article in business/trade/industry journal]. Kapital

Škerlavaj, Miha (2015)

In search of prosocial motivation

[Popular scientific article]. BI Leadership Magazine

Škerlavaj, Miha (2015)

Časovna zanka

[Article in business/trade/industry journal]. Osebno, 10, s. 3- 3.

Černe, Matej & Škerlavaj, Miha (2015)

Idea championing as the missing link between idea generation and idea implementation

[Academic lecture]. Academy of management meeting 2015.

Černe, Matej; Babic, Katja, Connelly, Catherine & Škerlavaj, Miha (2015)

Team-level knowledge hiding, social leader-member exchange, and prosocial motivation

[Academic lecture]. Academy of management meeting 2015.

Černe, Matej & Škerlavaj, Miha (2015)

Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations

[Academic lecture]. Academy of management meeting 2015.

Škerlavaj, Miha; Černe, Matej & Babic, Katja (2015)

Cross-cultural knowledge hiding and prosocial motivation

[Academic lecture]. 5th Workshop on Asian management and enterpreneurship.

Jørgensen, Frances; van Rosenberg, Yvonne, Sanders, Karin, Shipton, Helen, Gomes, Jorge, Rodrigues, Ricardo, Cunha, Rita, Dysvik, Anders, Škerlavaj, Miha & Humborstad, Sut I Wong (2015)

Do you see what I see? An investigation of managers’ and employees’ perceptions of HRM

[Academic lecture]. EAWOP 2015.

Škerlavaj, Miha; Connelly, Catherine, Černe, Matej & Dysvik, Anders (2015)

Perceived time pressure and knowledge hiding: Moderating role of prosocial motivation and perspective taking

[Academic lecture]. EAWOP 2015.

Hernaus, Tomislav; Poloski Vokic, Nina, Aleksic, Ana, Černe, Matej & Škerlavaj, Miha (2015)

Knowledge Hiding in the Academia: What, Where, and How Often?

[Academic lecture]. EAWOP 2015.

Černe, Matej; Connelly, Catherine, Babic, Katja, Dysvik, Anders & Škerlavaj, Miha (2015)

Are we in this together? Team-level knowledge hiding, social leader-member exchange, and prosocial motivation

[Academic lecture]. EAWOP 2015.

Connelly, Catherine; Černe, Matej, Škerlavaj, Miha & Dysvik, Anders (2015)

I’ll get back to you (maybe): Emerging research on knowledge hiding in organizations

[Academic lecture]. EAWOP 2015.

Nerstad, Christina G. L.; Dysvik, Anders, Černe, Matej & Škerlavaj, Miha (2015)

Mastery Climate, Mastery Goal Orientation and Knowledge Sharing

[Academic lecture]. EAWOP 2015.

Černe, Matej; Kaše, Robert & Škerlavaj, Miha (2015)

Idea championing as the missing link between idea generation and team innovation implementation

[Academic lecture]. EAWOP 2015.

Berry, James; Sumanth, John, Škerlavaj, Miha & Černe, Matej (2015)

Say it clear but not too loud: Powerless communication, task ownership, and creativity

[Academic lecture]. EAWOP 2015.

Sanders, Kristin; Wang, Ying, Shipton, Helen, van Rosenberg, Yvonne, Gomes, Jorge, Jørgensen, Frances, Rodrigues, Ricardo, Cunha, Rita, Dysvik, Anders, Škerlavaj, Miha & Humborstad, Sut I Wong (2015)

High Commitment HRM, HRM Process and Innovative behavior: the effects in nine countries

[Academic lecture]. EAWOP 2015.

Škerlavaj, Miha; Dysvik, Anders & Černe, Matej (2014)

Leadership of creative ideas

[Popular scientific article]. BI Leadership Magazine, s. 6- 7.

Krapez, Jana; Černe, Matej, Škerlavaj, Miha & Anzengruber, Johanna (2014)

AMO framework for team innovation: Efficacy beliefs, proactive personalities, and supportive supervision

[Academic lecture]. Academy of management meeting.

Černe, Matej; Sumanth, John & Škerlavaj, Miha (2014)

Is authenticity overrated? How authentic leaders diminish employee creativity

[Academic lecture]. Academy of management meeting.

Škerlavaj, Miha; Černe, Matej & Dysvik, Anders (2014)

Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations

[Academic lecture]. Academy of Management Meeting 2014.

Škerlavaj, Miha (2014)

What goes around comes around : knowledge hiding, perceived motivational climate and creativity - research seminar presentation

[Academic lecture]. International Summer School 2014.

Darija, Aleksic; Černe, Matej & Škerlavaj, Miha (2014)

Innovation through Circuits of Knowledge: How Non-technological Innovations Interplay in the Hi-Tech Growth Context

[Academic lecture]. 2014 Conference on Organizational Learning, Knowledge and Capabilities.

Jana, Krapez; Škerlavaj, Miha & Johanna, Anzengruber (2014)

Action Follows Belief: Efficacy Beliefs, Proactive Personalities, Supportive Supervision and Team Innovation

[Academic lecture]. Israeli organizational behavior conference 2014.

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

[Academic lecture]. Organizacija in ravnateljevanje globalnih podjetij : usklajevanje v različnih kulturah.

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

[Academic lecture]. 1st China-Central and Eastern Europe (CEE) Conference on Cross-Cultural Dialogue, Education & Business.

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

[Academic lecture]. Academy of Management Annual Meeting.

Humborstad, Sut I Wong & Škerlavaj, Miha (2013)

Building Coalitions for Job Crafting: Leader-subordinate Autonomy Expectation (In)Congruence and Subordinate Perceived Competence Mobilization

[Academic lecture]. BI Leadership and organizational behavior friday seminar series.

Bogilović, Sabina & Škerlavaj, Miha (2013)

Vpliv kulturne inteligentnosti na razmerje med konfliktom glede na nalogo in ustvarjalnostjo v kulturno raznolikem okolju

[Academic lecture]. Organizacija in ravnateljevanje globalnih podjetij : usklajevanje v različnih kulturah.

Pfajfar, Lea & Škerlavaj, Miha (2013)

Zavzetost zaposlenih za delo: spodbudimo jo z ustreznim oblikovanjem delovnih mest in povezav med zaposlenimi

[Popular scientific article]. HRM: strokovna revija za ravnanje z ljudmi pri delu, 11(53), s. 28- 33.

Škerlavaj, Miha (2013)

Organizational networks

[Academic lecture]. lecture to executive postgraduate students.

Škerlavaj, Miha (2013)

Innovative and creative organization

[Academic lecture]. postgradutate executive lecture.

Černe, Matej; Nerstad, Christina G. L., Dysvik, Anders & Škerlavaj, Miha (2013)

Kar seješ, to žanješ

[Article in business/trade/industry journal]. MQ Revija Združenja Manager, s. 26- 27.

Krapez, Jana; Škerlavaj, Miha & Groznik, Ales (2012)

Contextual variables of open innovation paradigm within and around Slovenian companies

[Academic lecture]. Advances in Business-Related Scientific Research Conference.

Černe, Matej; Kaše, Robert & Škerlavaj, Miha (2012)

The intellectual structure of the non-technological innovation field : an author co-citation analysis

[Academic lecture]. 9th International Conference on Innovation and Management..

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.

Černe, Matej & Škerlavaj, Miha (2012)

Too creative to innovate: a curvilinear relationship between employee creativity and individual innovation

[Academic lecture]. 2nd Tilburg conference on innovation - Recombining innovation research.

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 .

Černe, Matej; Jaklič, Marko & Škerlavaj, Miha (2012)

Management and technological innovation: unveiling the individualism-collectivism controversy

[Academic lecture]. Academy of Management Annual Meeting.

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; Nerstad, Christina G. L. & Skerlavaj, Miha (2012)

Don’t come around here no more: Knowledge hiding, perceived motivational climate, and creativity

[Academic lecture]. Academy of Management Annual Meeting.

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
2015 - Present BI Norwegian Business School Professor
2013 - Present 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
2001 - 2007 University of Ljubljana Research and Teaching Assistant in Management
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