Z Miho Škerlavajem sva prejšnji petek, 7. junija predstavljala članek (Inovacije v managementu vstopajo v igro: njihovo razmerje s tehnološkimi inovacijami in finančno uspešnostjo) na posvetu, organiziranem s strani Društva slovenska akademija za management, skupaj s Fakulteto za organizacijske vede Univerze v Mariboru in Ekonomsko fakulteto Univerze v Ljubljani. Naslov posvetovanja je bil: »ORGANIZACIJA IN RAVNATELJEVANJE GLOBALNIH PODJETIJ: USKLAJEVANJE V RAZLIČNIH KULTURAH«.
On the 27th of May 2013, I got promoted to the title of an Assistant Professor by the Faculty of Economics University of Ljubljana Senate, based on the decision by the promotion committee of the University of Ljubljana. You can check out my new academic profile as a scientific associate at the FELU website here.
What makes a KIC a KIC? How have the different EIT Knowledge and Innovation Communities (KICs) found unique ways to best organise the knowledge triangle in order to achieve impact on the European Innovation landscape through excellent partnerships, innovative funding models and project portfolio? How can these impacts be measured? How will the future of the EIT capitalise on the multiplier capacity of individuals in spreading the expertise gained throughout their relation with the EIT and its KICs?
What is the current engagement with regions, other national and EU instruments succeeding? How can synergies be created and further explored? And what specific future measures can be taken?
Key questions not only for the EIT to learn from and to use as a basis for developing and preparing for its next wave of Knowledge & Innovation Communities (KICs) and its innovation agenda, but also for the wider innovation community.
Really interesting conference both for COBIK and its future prospects, as well as for our policy-makers in light of the new smart specialization strategy. And Dublin/Trinity College were wonderful!
29.04.13 – 30.04.13 / Trinity College, Dublin, Ireland
On Wednesday, April 24th, I received my PhD diploma during the official ceremony at the University of Ljubljana main building. My supervisor made a very nice speech, and the vice-rector personalized her congrats. Doesn't get much better that that :) Some more pics below.
Repeating our last year's success, our paper "The combined roles of mastery and performance climates in implementing creative ideas" got selected among the best papers selected for presentation at the Academy of Management Annual Meeting in Lake Buena Vista, Florida, August 9-13 2013. It will therefore be published in the Best Paper Proceedings. The paper is co-authored by Miha Škerlavaj, myself, Anders Dysvik, Christina Nerstad and Chunke Su.
Here's the abstract:
"Not all creative ideas get implemented. Drawing on achievement goal theory, we propose that the interplay of two types of motivational climates (mastery and performance) moderates the curvilinear relationship between idea generation and implementation. We further suggest that these effects are universal across nations. Two field studies in non-Western countries (China: 117 employees nested within 21 groups; Slovenia: 240 employees, nested into 34 groups), revealed a triple interaction of idea generation × performance climate × mastery climate in predicting idea implementation. Results of random coefficient modeling indicate that mastery and performance climates together transform the relationship between idea generation and implementation from an inverse U-shaped curvilinear shape to a positive and more linear one. Creative ideas are most effectively implemented in conditions characterized by high mastery and performance climates. The implications for practice and future research are discussed."
The Scandinavians really know how to appreciate knowledge and research. Our AMJ publication actually got some coverage in the everyday media, in Hegnar.no (although apparently the letter Č remains a mystery for them), Ukeavisen Ledelse, Aftenposten (written by a well-known Norwegian journalist Katrine Aspaas!) - p. 1 and p. 2, and Dagens Næringsliv (a leading Norwegian business daily!) - p. 1 and p. 2.
Touched ground in Oslo, for the fourth time now. Feels very familiar by now... at least it's just as cold as in Slovenia at the moment. But a lot more sunny, as you can see in the pic of BI.
Some nice research collaborations are taking place:
- the too-much-of-a-good-thing effect of creative idea generation on idea implementation with Miha;
- our Slovene/Chinese cross-cultural comparison of the role of the two motivational climates at work (riding two horses at once - both mastery and performance climate together are most beneficial for implementing highly creative ideas) with Miha, Christina, and Anders;
- how to transform individuals' desire (preference) for being creative into actual creativity by providing clear goals, which stimulates the flow (with Darija, Anders, and Miha);
- how leader-subordinate autonomy expectation (in)congruence predicts job crafting via competence mobilization (with Sut I and Miha);
- a skype meeting of our whole Slovene/Norwegian group with Catherine Connelly, the 'author' of knowledge hiding, on our future collaboration;
and perhaps some new ones occur...
We also finally get the chance to properly celebrate our AMJ piece in full cast.
'Whoever is devoid of the capacity to wonder, whoever remains unmoved, whoever cannot contemplate or know the deep shudder of the soul in enchantment, might just as well be dead for he has already closed his eyes upon life' ~ Albert Einstein
Center odličnosti za biosenzoriko, instrumentacijo in procesno kontrolo COBIK premošča razkorak med znanostjo in industrijo
We've just learned that our piece: ČERNE, Matej, JAKLIČ, Marko, ŠKERLAVAJ, Miha. Decoupling management and technological innovations : Resolving the individualism-collectivism controversy (http://dx.doi.org/10.1016/j.intman.2013.03.004) was accepted for publication in Journal of International Management (IF 2011 = 1,689) by the action editor Mike Kotabe.
It is an article based on the macro part of my doctoral thesis. Here's the abstract:
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, 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.
My fourth SSCI-ranked paper was just published. It's a piece of multi-level research on authentic leadership, creativity and innovation, conducted by a group of researchers from COBIK and FELU: Černe, M., Jaklič, M., & Škerlavaj, M. (2013): Authentic leadership, creativity, and innovation: A multilevel perspective, Leadership, 9(1): 63-85.
Here's the abstract:
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.
I just received my PhD from Faculty of Economics University of Ljubljana on February 7th 2013. It was a day to remember!
The dissertation is entitled "A multi-level approach in examining non-technological innovation".
Here's its conclusion: This dissertation demonstrates the importance of referring to multilevel theory for non-technological innovation research and taking a multilevel perspective to examine its content, context, and predictors. No single-level perspective can adequately account for organizational behavior that underlies non-technological innovation. The macro perspective neglects the means by which the individual behavior, perceptions, affect, and interactions shaping individual creativity and innovation give rise to higher-level management and technological innovation. Organizations do not behave; people do. In contrast, the micro perspective disregards contextual organizational and country-level factors that can significantly constrain the non-technological innovation processes and outcomes.
On the basis of my research, it is safe to say that future theoretical or empirical models of non-technological innovation should benefit from adopting a multilevel perspective. This approach bridges the gap in different disciplines, and implements insights and advancements from diverse aspects. From a practical perspective, managers and organizations should benefit from a more precise understanding of both individual and contextual influences in constructing work environments that could ultimately foster creativity and innovation at individual, group, or organizational levels.
“Understand the whole and keep an eye on the parts” (Kozlowski & Klein, 2000, p. 53).
Matej Černe, PhD
Researcher, lecturer and consultant on the field of management and organization.