Miha Skerlavaj

Uspešno, inovativno gospodarstvo, trajnostno-naravnana potrošnja in država blaginje kot temelji prihodnjega razvoja Slovenije p. 3-13

Journal of leadership & organizational studies 30(3) p. 356-374 Doi: https://doi.org/10.1177/15480518231180064

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.

Uspešno, inovativno gospodarstvo, trajnostno-naravnana potrošnja in država blaginje kot temelji prihodnjega razvoja Slovenije p. 301-311

Uspešno, inovativno gospodarstvo, trajnostno-naravnana potrošnja in država blaginje kot temelji prihodnjega razvoja Slovenije p. 221-233

Journal of Change Management 23(2) p. 200-227 Doi: https://doi.org/10.1080/14697017.2023.2191128

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.

Dynamic Relationships Management Journal 12(2) p. 19-34 Doi: https://doi.org/10.17708/DRMJ.2023.v12n02a02

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.

Economic and Business Review 25(2) p. 79-102 Doi: https://doi.org/10.15458/2335-4216.1319

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.

Post-Heroic Leadership: Context, Process and Outcomes p. 145-153 Doi: https://doi.org/10.1007/978-3-030-90820-1_7

Post-Heroic Leadership: Context, Process and Outcomes p. 133-144 Doi: https://doi.org/10.1007/978-3-030-90820-1_6

Post-Heroic Leadership: Context, Process and Outcomes p. 113-121 Doi: https://doi.org/10.1007/978-3-030-90820-1_4

Post-Heroic Leadership: Context, Process and Outcomes p. 103-110 Doi: https://doi.org/10.1007/978-3-030-90820-1_3

University of Ljubljana, School of Economics and Business

Palgrave Macmillan Doi: https://doi.org/10.1007/978-3-030-90820-1

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.

BSIS: A decade of Impact

Post-Heroic Leadership: Context, Process and Outcomes p. 185-190 Doi: https://doi.org/10.1007/978-3-030-90820-1_10

Post-Heroic Leadership: Context, Process and Outcomes p. 173-183 Doi: https://doi.org/10.1007/978-3-030-90820-1_9

Post-Heroic Leadership: Context, Process and Outcomes p. 123-131 Doi: https://doi.org/10.1007/978-3-030-90820-1_5

Post-Heroic Leadership: Context, Process and Outcomes p. 9-102 Doi: https://doi.org/10.1007/978-3-030-90820-1_2

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.

European Management Journal Doi: https://doi.org/10.1016/j.emj.2022.09.011

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.

Post-Heroic Leadership: Context, Process and Outcomes p. 157-171 Doi: https://doi.org/10.1007/978-3-030-90820-1_8

Post-Heroic Leadership: Context, Process and Outcomes p. 3-8 Doi: https://doi.org/10.1007/978-3-030-90820-1_1

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.

Corporate Underground: Bootleg Innovation and Constructive Deviance p. 219-232 Doi: https://doi.org/10.1142/9781800612266_0009

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.

PLOS ONE 16(2) Doi: https://doi.org/10.1371/journal.pone.0246660

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.

Reimagining Leadership on the Commons: Shifting the Paradigm for a More Ethical, Equitable, and Just World p. 345-361 Doi: https://doi.org/10.1108/S2058-880120210000001020

Human Resource Development Quarterly 32(32) p. 625-646 Doi: https://doi.org/10.1002/hrdq.21427

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.

The virus after-math: A socio-economic twist? p. 347-364

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.

Academy of Management Annual Meeting Proceedings 2020(1) Doi: https://doi.org/10.5465/AMBPP.2020.12837abstract

Harvard Business Review France

Journal of Organizational Behavior 40 Doi: https://doi.org/10.1002/job.2407

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.

Harvard Business Review July-August p. 136-145

Harvard Business Review Turkiye

Havard Business Review Brasil

Journal of Knowledge Management 23(8) Doi: https://doi.org/10.1108/JKM-12-2018-0734

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.

Harvard Business Review Korea

Economic and Business Review 20(3) p. 395-422 Doi: https://doi.org/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

Learning Organization Doi: https://doi.org/10.1108/TLO-09-2015-0050

Journal of Organizational Behavior 39(4) p. 429-447 Doi: https://doi.org/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.

Learning Organization Doi: https://doi.org/10.1108/TLO-02-2017-0022

Journal of Knowledge Management 22(7) p. 1489-1509 Doi: https://doi.org/10.1108/JKM-05-2017-0179

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.

At the Forefront, Looking Ahead: Research-Based Answers to Contemporary Uncertainties of Management p. 179-196 Doi: https://doi.org/10.18261/9788215031583-2018-12

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.

Journal of Knowledge Management Doi: https://doi.org/10.1108/JKM-11-2017-0531

European Management Review 16(2) p. 285-302 Doi: https://doi.org/10.1111/emre.12151

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.

Human Resource Management Journal 27(2) p. 281-299 Doi: https://doi.org/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.

Management in CEE Countries between 1996 and 2016: Emerging and Enduring Issues [Special Issue, JEEMS, Journal of East European Management Studies] p. 370-402 Doi: https://doi.org/10.5771/9783845286037-370

Personnel Review 46(3) p. 662-679 Doi: https://doi.org/10.1108/PR-04-2015-0085

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

European Journal of Work and Organizational Psychology 26(5) p. 710-723 Doi: https://doi.org/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.

European Management Journal 35(5) p. 676-687 Doi: https://doi.org/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.

The Cambridge Handbook of Workplace Training and Employee Development p. 471-494 Doi: https://doi.org/10.1017/9781316091067.022

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.

Scandinavian Journal of Management 32(2) p. 69-85 Doi: https://doi.org/10.1016/j.scaman.2016.02.001

Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations p. 29-38

Management Learning

Produktiv motivasjon i arbeidslivet p. 194-213

European Journal of Work and Organizational Psychology 25(3) p. 363-383 Doi: https://doi.org/10.1080/1359432X.2015.1077809

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.

Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations p. 39-50

Economic and Business Review 18(1) p. 55-76 Doi: https://doi.org/10.15458/85451.18

Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations p. 126-138

Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations p. 335-344

Economic and Business Review 18(1) p. 77-102 Doi: https://doi.org/10.15458/85451.17

Edward Elgar Publishing

Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations p. 103-113

Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations p. 1-13

Innovation: Organization and Management 17(4) p. 429-449 Doi: https://doi.org/10.1080/14479338.2015.1126530

Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations p. 64-75

Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations p. 178-191

Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations p. 53-63 Doi: https://doi.org/10.5465/ambpp.2015.16929abstract

Human Resource Management 56(5) p. 785-801 Doi: https://doi.org/10.1002/hrm.21805

Human Resource Management, Innovation and Performance Doi: https://doi.org/10.1057/9781137465191_11

Leadership Quarterly 25(5) p. 987-1000 Doi: https://doi.org/10.1016/j.leaqua.2014.05.003

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.

Naše gospodarstvo p. 34-45 Doi: https://doi.org/10.7549/ourecon.2014.3-4.04

Academy of Management Journal 57(1) p. 172-192 Doi: https://doi.org/10.5465/amj.2012.0122

Australian Journal of Management 39(3) p. 453-471 Doi: https://doi.org/10.1177/0312896213503665

BI Leadership Magazine p. 6-7

European Management Review 10(3) p. 153-166 Doi: https://doi.org/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.

Journal of International Management 19(2) p. 103-117 Doi: https://doi.org/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.

Leadership 9(1) p. 63-85 Doi: https://doi.org/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.

Obzornik - interna revija Zavarovlanice Triglav, d.d. 36(3) p. 5-5

JEEMS. Journal of East European Management Studies 18(1) p. 97-134 Doi: https://doi.org/10.5771/0949-6181-2013-1-97

Economic and Business Review 14(1) p. 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.

Journal of Management & Organization 18(2) p. 193-219 Doi: https://doi.org/10.5172/jmo.2012.18.2.193