| 1. |
- Ben Salem Dynehäll, Mariah, et al.
(author)
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Tookig: Att leda i osäkerhet
- 2020
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Book (other academic/artistic)abstract
- Världen har blivit ”tookig”. Det är svårt för både ledare och medarbetare att veta åt vilket håll man ska gå eftersom man ofta inte vet vart man är på väg. Så ser det ut i många processer och projekt – förutsättningar kan ändras från den ena dagen till den andra. Då gäller att kunna hänga med i svängarna utan att tappa farten och lusten. Här får läsaren praktiska verktyg för att leda grupper i sammanhang som är ”tookiga”, det vill säga tvetydiga, obekväma, omvälvande, komplexa, instabila och gåtfulla. Först måste man förstå om verksamheten eller projektet faktiskt är tookigt för att sedan använda rätt verktyg för att komma framåt och snabbt kunna byta riktning när det krävs. Läsaren får också veta hur individer och grupper fungerar i osäkerhet och hur man som ledare kan bidra på bästa sätt. Boken vänder sig till dig som leder grupper och individer genom utbildningar, samverkans-, utvecklings- eller innovationsprocesser som präglas av hög osäkerhet.
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| 2. |
- Ben Salem Dynehäll, Mariah, et al.
(author)
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Vadå agilt? En handbok för hur du gör i praktiken
- 2022
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Book (other academic/artistic)abstract
- VADÅ AGILT? är en fråga som många i såväl näringsliv som offentlig sektor ställer sig. Begreppet agilt är diffust och kan vara svårt att koppla till hur en organisation ska jobba. Samtidigt har det blivit alltmer vanligt att arbeta agilt när man ska utveckla nya tjänster, varor eller arbetssätt. Här får du en konkret bild av det agila arbetssättet och en tydlig struktur som du kan följa för att implementera det i verksamheten, i ett projekt eller i en process. Författarna delar med sig av sina erfarenheter och tips, som bygger på såväl forskning som decennier av praktisk erfarenhet av att leda människor i agila processer. Boken vänder sig till dig som ska arbeta i en agil process eller har till uppgift att leda, styra och följa upp ett agilt projekt. Det kan vara verksamheter inom näringsliv eller offentlig och idéburen sektor, du kan vara chef, ledare, projektledare och innovationsledare, men även medlem i team som ska utveckla nya lösningar genom ett agilt arbetssätt.
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| 3. |
- Denti, Leif, 1983, et al.
(author)
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Innovationschef i offentlig sektor
- 2015
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In: Tidningen Chef. - 1401-0747. ; :10
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Journal article (other academic/artistic)abstract
- Innovation i offentlig sektor står i skuggan av industrins banbrytande produkter. Det är dags att ändra på det: Innovationer räddar liv, lär flyktingar svenska eller minskar brott. En fördom om innovation i offentlig sektor är att det saknas tid och resurser. Men dessa faktorer uppfattas inte som de största innovationshindren. Det visar undersökningen som Chef gjort. Be kommunens snöröjare att ploga mer jämställt. Gör så att alla kan deklarera på sin mobil, men gör det billigt och snabbt. Få ut fler unga i jobb och minska samtidigt kostnaderna. Innovation inom offentlig sektor är ingen enkel sak att ta sig an. Lagstiftning, sparkrav och medier som granskar allt, hela tiden. Exemplen ovan lyckades. Hur de gjorde berättas i denna guide. Här finns metoder, steg-för-steg-instruktioner och ren inspiration.
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| 4. |
- Denti, Leif, 1983, et al.
(author)
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Innovationspsykologi: nyckeln till det kreativa ledarskapet
- 2022
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Book (other academic/artistic)abstract
- Du vill inget hellre än att få fram nya innovationer. Så varför lossnar det inte? Är det pengar, tid eller kreativa medarbetare som saknas? Inget av detta, hävdar författarna Leif Denti och Martin Kreuger. Både problemen och lösningarna handlar om psykologi och den här boken ger dig ledarskapsverktygen som kan göra alla dina medarbetare till innovatörer. Leif Denti är psykologiforskare vid Göteborgs universitet och en av Sveriges mest anlitade innovationsföreläsare. Martin Kreuger är tidigare chefredaktör för tidningen Chef, journalist och ledarskapsutbildare med mångårig chefserfarenhet. Tillsammans har de plöjt den bästa forskningen och samlat de viktigaste erfarenheterna från några av världens bästa innovatörer. Resultatet är en både vetenskapligt förankrad och lättläst bok som hjälper dig att förstå innovation på djupet och få nya saker att hända redan i dag.
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| 5. |
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| 6. |
- Denti, Leif, 1983
(author)
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Leadership and Innovation: How and When do Leaders Influence Innovation in R&D Teams?
- 2011
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Licentiate thesis (other academic/artistic)abstract
- DEGREE OF LlCENTIATE IN PSYCHOLOGY Abstract Denti, L. (2011). Leadership and Innovation: How and When do Leaders Injluence Innovation in R&D Teams? University of Gothenburg. Sweden. This thesis examines how and when leadership is related to individual innovation in organizations, i.e., those factors that mediate and moderate the relationship between leadership and innovation. In study I, 30 years of research into leaders' influence on organizational innovation was systematically reviewed to identify these factors. The sample consisted of 27 empirical studies treating leadership as the independent variable and innovation as the dependent variable. A further purpose of study I was to identify new potential mediating and moderating factors. Study II, based on study I, surveyed 166 team members in research and development (R&D) teams, together with their team leaders and department managers, in five Swedish industrial organizations. In this study, leadership was conceptualized using leader-member exchange theory (LMX). The main fmdings indicated that individual personal initiative predicted individual innovation behavior, while individual intrinsic motivation and LMX did not. Innovation behavior was measured using both quantitative indicators (e.g., new patents, products, scientific publications, and other publications) and 1eaders' ratings. A mediating effect was found in which leader-member exchange was associated with innovation through the personal initiative of team members. Organizational support moderated the relationship between LMX and individual personal initiative, strengthening the relationship when organizational support was high. The two studies concluded that leaders do influence the innovativeness of their teams and employees in various ways. Furthermore, factors residing at the individual, team, and organizationallevels of analysis may facilitate or undermine the efforts of leaders to influence innovation outcomes. Keywords: LMX, innovation, mediators, moderators, R&D ISSN l101-718X, ISRN GUIPSYKlA VH--248--SE Leif Denti, Gothenburg Research Institute, University of Gothenburg, Box 603, 405 30 Göteborg, Sweden. Phone: +46 31 786 5608. E-mail: leif.denti@grLgu.se
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| 7. |
- Denti, Leif, 1983, et al.
(author)
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Leadership and innovation in organizations: a systematic review of factors that mediate or moderate the relationship
- 2012
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In: International Journal of Innovation Management. - 1363-9196. ; 16:3
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Journal article (peer-reviewed)abstract
- A leader supports teams and individuals as they turn their creative efforts into innovations (leader as facilitator) and manages the organization’s goals and activities aimed at innovation (leader as manager). This review focuses on when and how leadership relates to innovation (i.e., the factors that moderate or mediate the relationship between leadership and innovation). The sample consists of 30 empirical studies in which leadership is treated as the independent variable and innovation as the dependent variable. In addition to reviewing moderating and mediating factors, we identified two factors where the findings are ambiguous. The review proposes three new factors that may mediate or moderate the relationship between leadership and innovation.
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| 8. |
- Denti, Leif, 1983
(author)
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Leadership and Innovation in R&D Teams
- 2013
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Doctoral thesis (other academic/artistic)abstract
- This thesis focuses on the members of industrial research and development (R&D) teams and their leaders. The field of individual innovation is fragmented and lacks research that coherently integrates psychological factors that explain why antecedent variables affect individual innovation. Leadership, the major issue in this thesis, has been shown conclusively to influence employee innovation, but research is especially needed on (1) the psychological factors that explain the relationship between leadership and individual innovation, and (2) the contextual factors that affect leaders’ abilities to influence innovation in R&D teams. The aim of this thesis is therefore to identify and empirically test psychological and contextual factors that may explain how and when leaders influence innovation in R&D teams. This thesis consists of four studies. Study I systematically reviews 30 years of research on leaders’ influence on innovation in order to identify the factors that mediate or moderate the relationship. The sample consists of 30 empirical studies in which leadership is the independent variable and innovation is the dependent variable. Study II and Study III are correlational studies based on Study I. In these studies, leadership is conceptualized using leader–member exchange theory (LMX). Individual innovation is measured by innovation outcomes (e.g., new patents, products, scientific publications, and other publications) and by leaders’ ratings of team members’ innovative work behavior. The main findings indicate that individual personal initiative—the propensity to take a proactive stance to one’s work and to be persistent in overcoming challenges and setbacks—predicts individual innovation. A mediating effect is identified in which LMX is associated with innovation through the personal initiative of team members. Study II shows that organizational support—an organization’s active encouragement of innovation through the provision of resources and empowerment—moderates the relationship between LMX and individual personal initiative and thus strengthens the relationship when organizational support is high. Study III shows that creative self-efficacy–the belief in one’s ability to be creative—mediates the relationship between leadership and personal initiative. Moreover, Study III finds that the culturally bound value of conservation is negatively related to individual innovation. Highly conservative individuals value the status quo and are inclined to conform to established ways of doing things. Last, Study IV, which is an interview study, concludes that when R&D project leaders actively facilitate the development of new ideas and provide guidance and expertise, they may stimulate idea generation and increase the possibility of successfully completing innovation projects. Project leaders who limit team members’ work autonomy and neglect basic project management hinder the generation and implementation of innovative ideas. The thesis concludes that leaders in R&D influence the innovativeness of their teams and employees. Various contextual and psychological factors at the individual, team, and organizational levels may facilitate or hinder the efforts of leaders to influence innovation outcomes.
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| 9. |
- Denti, Leif, 1983
(author)
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Personalvetenskapliga perspektiv på innovation
- 2018
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Book (other academic/artistic)abstract
- En organisations innovationsförmåga beror på vilka människor som är anställda och hur de får hjälp att göra verklighet av sina idéer. Den här boken vill visa att HR har en stor roll i att stärka organisationens förmåga att förnya sig. Den behandlar bland annat hur organisationer känner igen innovativa medarbetare i rekryteringssammanhang, hur de mäter och belönar innovation, hur de kan forma en gynnsam innovationskultur och förstå vilka organisationsstrukturer och processer som stärker innovationsförmågan.
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| 10. |
- Denti, Leif, 1983, et al.
(author)
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Rätt ledarskap gynnar innovativt arbete
- 2013
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In: I M. Kreuger, L. Crevani, L., & K. Larsen (Red:er), Leda mot det nya. En forskningsantologi om chefskap och innovation. - Stockholm : Vinnova. - 9789187537059 ; , s. 13-27
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Book chapter (other academic/artistic)abstract
- Chefers agerande kan både underlätta och förhindra innovation! Chefer på alla nivåer är avgörande för nytänkande inom organisationer. Samtidigt är det medarbetarnas kompetens som skapar mervärde inom organisationer och som kan hitta lösningar på problem och tillvarata möjligheter. I dag är nya produkter ofta ett resultat av långvarigt samspel mellan människor både inom och mellan organisationer. Därför menar vi att det behövs en annan typ av ledarskap och kanske också medarbetarskap. Boken är skriven för dig som är chef, konsult eller har en HR-funktion.
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| 11. |
- Denti, Leif, 1983, et al.
(author)
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Scarcity mindset among schoolteachers: how resource scarcity negatively impacts teachers' cognition and behaviors
- 2024
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In: FRONTIERS IN PSYCHOLOGY. - 1664-1078. ; 14
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Journal article (peer-reviewed)abstract
- A recent line of research investigates the negative cognitive effects - known as the scarcity mindset - that arise when people face a lack of resources. We expand on this research and show that these cognitive effects are present among Swedish schoolteachers facing a scarcity of time and social resources at work. From an initial interview study we developed novel survey scales to measure teachers' subjective assessments of available resources and the extent of their scarcity mindset. We then related resource scarcity of time and social resources to the scarcity mindset using structural equation modeling (SEM) analysis in a survey study with a sample of Swedish schoolteachers. This research provides valuable insights for addressing resource constrained work environments in schools and contributes to the broader psychological research on cognitive effects resulting from resource scarcity.
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| 12. |
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| 13. |
- Denti, Leif, 1983, et al.
(author)
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Sweden's largest Facebook study
- 2012
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Reports (other academic/artistic)abstract
- The emergence of the Internet has made it easier for people to socially interact than ever before. Today, the most popular channel is Facebook with over 845 million users world wide. In Sweden, the number of users amount to approximately half of the population. We had two aims with this study. First, we investigate which areas of Facebook usage that Swedish Facebook users consider more important vis-a-vis less important. We were also interested in how users convey their persona through their status updates, including what they status update about, and the underlying reasons for updating one’s status. Second, we investigate what psychological effects Facebook may induce. More specifically, we look at the psychological constructs self-esteem and well-being in relation to Facebook usage. We surveyed 1011 Swedish Facebook users with our questionnaires, measuring respondents’ Facebook usage patterns, well-being and self-esteem. Our analyses revealed that on average Swedish women spend 81 minutes per day on Facebook, whereas Swedish men are logged on to the site about 64 minutes per day. Generally, Facebook is used for social network maintenance, such as maintaining contact with people one doesn’t meet so often. However, Facebook is seldom used for meeting new people. Another finding is that Facebook users generally tend to update their status about positive events, major events and when they are feeling well, rather than negative events and when they are feeling bad. Women seem to be more engaged and active on Facebook than men, agreeing that a vast number of uses is significantly more important. Furthermore, women tend to write more about their thoughts and feelings, whereas twice as many men state that they provoke others on Facebook. Pertaining to Facebook’s psychological effects, the amount of time spent on Facebook had no relationship with self-esteem when controlling for gender, age, education and income. $is result runs counter to previous findings. However, women who spend more time on Facebook report feeling less happy and feel less content with their lives. For men, this relationship was not evident. The study teaches that Facebook is used as a tool for affiliating with friends and family, as well as a personal showcase, where users show their positive sides. Herein lies also a danger. When Facebook users compare their own lives with others’ seemingly more successful careers and happy relationships, they may feel that their own lives are less successful in comparison.
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| 14. |
- Denti, Leif, 1983, et al.
(author)
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What connects leadership and creativity? The mechanisms through which leaders may influence follower and team creativity
- 2013
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In: Creativity and Leadership in Science, Technology, and Innovation. - New York : Routledge. - 9780415834841 ; , s. 58-81
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Book chapter (peer-reviewed)abstract
- Leadership is vital to creativity and successful innovation in groups and organizations; leadership is however seldom studied in the academic literature as a creativity driver. One reason for the lack of attention paid to leadership’s effect on creativity may be the common belief that creativity cannot and should not be managed. Creative individuals and groups are regarded as, and indeed often are, autonomous and self-driving. From this belief the erroneous conclusion is drawn that there is no need for leadership in creative environments and situations. The better conclusion, proposed by this book, is that leadership not only stimulates creativity, but that such a leadership in the science, technology, and innovation fields should specifically possess at least two features: a) expertise in the field(s), and b) an ability to create, support, and encourage individuals, groups, and creative knowledge environments.
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| 15. |
- Hemlin, Sven, 1948, et al.
(author)
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Leaders’ enhancement of leader–member exchange (LMX) relationships: An examination of leaders’ cognitive support and knowledge resources in research groups
- 2012
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In: Academy of Management The informal economy Boston 2012.
-
Conference paper (peer-reviewed)abstract
- We examined the effects of the Cognitive Support and Knowledge Resources that leaders provide their followers in a sample of 166 academic and commercial researchers in Sweden. Our goal was to investigate whether these two task-related variables were antecedents of followers’ perceptions of leader-member exchange (LMX). Specifically, we used multilevel modelling to investigate the effect of leader-provided Cognitive Support and Knowledge Resources in relation to the four sub-dimensions of LMX (LMX-MDM): Affect, Loyalty, Contribution, and Professional Respect. As we hypothesized, we found that both Cognitive Support and Knowledge Resources, with one exception, related to the four sub-dimensions. The exception was the failed association between Cognitive Support and Loyalty. We conclude that in knowledge-intensive settings, the Cognitive Support and Knowledge Resources leaders provide their followers are important variables that influence the quality of leader-member relationships.
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| 16. |
- Hemlin, Sven, 1948, et al.
(author)
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Organizational support for innovation in biosciences: Comparing high and low performers in Sweden and Croatia
- 2009
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In: European Sociological Association, ESA 9th conference, 2-5 September, 2009, Lisbon.
-
Conference paper (other academic/artistic)abstract
- There is a need to better understand the organizational factors influencing innovative performance. This cross-cultural study examined organizational support factors in biotech R&D groups differing in innovative performance. The objective was to twofold; first to explore how organizing influences innovativeness in R&D, and, second to examine if R&D organizing is related to nations having a low and high innovation degree, respectively. Results supported that organizing R&D as well as national innovation performance are related. Crucial organizational issues found were how much organizations encouraged innovations, the degree of perceived autonomy and to what extent organizations could supply knowledge. Some of the implications of these results are introduced.
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| 17. |
- Hemlin, Sven, 1948, et al.
(author)
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Relationsinriktat Ledarskap för Innovationsutveckling Mätinstrumentet Leader-Member Exchange (LMX)
- 2014
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Reports (other academic/artistic)abstract
- Den här rapporten redovisar huvudresultaten av forskningsprojektet ”Chefskap för Sverige: En fråga om relationer och ansvarstagande” och utprövningen av ett ledarskapsinstrument, för mätning av det innovationsfrämjande ledarskapet. Instrumentet är ett validerat frågeformulär med skattningsskalor baserat på ledar-medarbetar utbytesteori (Leader-Member Exchange, LMX). Forskningsprojektet genomfördes med stöd av Vinnova under åren 2008- 2013 av Stefan Tengblad, professor i företagekonomi) och projektledare, Sven Hemlin, professor i psykologi, biträdande projektledare och Leif Denti, fil.lic. i psykologi, doktorand i projektet. Rapporten innehåller följande avsnitt: I del ett presenteras projektets bakgrund och syfte, två skilda synsätt på ledarskap i forskningen, projektets delstudier och huvudresultat, slutsatser av projektet samt Instrument, skalor för ledarskap med relationsperspektiv (LMX och transformativt ledarskap). Därefter, i del 2, redovisar vi LMX-instrumentet som det använts i våra empiriska studier och skilda utfallsmått som det relaterats till (t ex innovation), de mätproblem vi påträffat, projektets resultat och slutsatser av ledarskapsmätningar med LMX-instrumentet.
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| 18. |
- Jönsson, S., et al.
(author)
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Social climate and job control as mediators between empowering leadership and learning from a cross-cultural perspective
- 2015
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In: International Journal of Cross Cultural Management. - : SAGE Publications. - 1470-5958 .- 1741-2838. ; 15:2, s. 135-149
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Journal article (peer-reviewed)abstract
- The purpose of this article is to examine the direct effects of empowering leadership on learning and the indirect or mediating role of social climate and job control from a cross-cultural perspective. Questionnaires were distributed to two furniture retail stores in Sweden and two stores in China belonging to the same company. The final sample consisted of 483 participants from the Chinese and 254 participants from the Swedish stores. The results of the structural equation modeling showed that there was a direct relationship between empowering leadership and learning (both in the Chinese and the Swedish sample). The study also showed that social climate had a mediating effect of empowering leadership and learning (both in the Chinese and the Swedish sample). In addition, the result indicated that job control had a mediating effect (Swedish sample). The model explained 38% of the variance in learning among the Chinese sample and 62% in the Swedish. This indicates that the tested factors are highly relevant in the context of learning. Despite some methodological limitations such as the cross-sectional design and problems with acquiescence in responses, the results indicate the complexity of the role of culture in organizational behavior. Managers working in increasingly globalized contexts need to take into consideration that some organizational behaviors gradually become more universal, whereas others remain culturally contingent. This article illustrates the complex relationship between leadership behavior, social climate, job control, and learning in the same corporate culture but in different cultural settings. © SAGE Publications.
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| 19. |
- Muhonen, Tuija, et al.
(author)
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Social climate as a mediator between leadership behavior and employee well-being in a cross-cultural perspective
- 2013
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In: Journal of Management Development. - : Emerald Group Publishing Limited. - 0262-1711 .- 1758-7492. ; 32:10, s. 1040-1055
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Journal article (peer-reviewed)abstract
- Purpose – The purpose of this paper is to examine the direct effects of empowering and employee-centered leadership on well-being, and the indirect or mediating role of social organizational climate between leadership behavior and well-being in a cross-cultural perspective. Design/methodology/approach – Questionnaires were distributed in two furniture retail stores in Sweden and two stores in China belonging to the same company. The final sample consisted of 483 participants from the Chinese and 254 participants from the Swedish stores. Findings – The results of the structural equation modeling showed that there was no direct effect between leadership behavior (employee-centered leadership and empowering leadership) and well-being in either the Swedish or the Chinese sample. Further, the findings of the study indicate that social climate mediates the relationship between leadership behavior and employee well-being, but this seems to be culturally contingent. The mediating effect is prevalent in a culture that has been considered as having a collective orientation and where the power distance is high. Research limitations/implications – Despite some methodological limitations such as the cross-sectional design and problems with acquiescence in responses, the results indicate the complexity of the role of culture in organizational behavior. Practical implications – Managers working in increasingly globalized contexts need to take into consideration that some organizational behaviors gradually become more universal, whereas others remain culturally contingent. Originality/value – The paper illustrates the complex relationship between leadership behavior, social climate, and employee well-being in the same corporate culture, but in different cultural settings.
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| 20. |
- Norén Bretzer, Ylva, 1969, et al.
(author)
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Tillit kommer inte på beställning
- 2018
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In: Dagens Samhälle.
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Journal article (pop. science, debate, etc.)abstract
- Vår rekommendation till Finansdepartementet är att inte blanda ihop tillit och förtroende och att inte göra tillit till både ingrediens och resultat, skriver flera forskare med anledning av Tillitsutredningens remissrunda.
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| 21. |
- Olsson, Lisa, 1982, et al.
(author)
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Leaders' enhancement of leader–member exchange (LMX) relationships: An examination of leaders' cognitive support and knowledge resources in research groups in Sweden
- 2014
-
In: E. Berg & T. Aarrevaara (Eds.), Higher education and research in academe – who should pay?. - Luleå : Luleå University. - 9789174399745 ; , s. 99-115
-
Book chapter (peer-reviewed)abstract
- We examined 166 Swedish academic and commercial researchers. Our goal was to investigate if the Cognitive support and the Knowledge resources leaders provide their followers are antecedents of leader-member exchange (LMX). Specifically, we investigated the antecedents in relation to the four sub-dimensions of LMX: Affect, Loyalty, Contribution and Professional respect. With one exception, both antecedents related to all sub-dimensions. We conclude that to enhance LMX quality, leaders should provide their followers with Cognitive support and Knowledge resources.
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| 22. |
- Yekanialibeiglou, S., et al.
(author)
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Enhancing creativity in activity-based offices: A critical incident study of knowledge workers
- 2021
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In: Creativity and Innovation Management. - : Wiley. - 0963-1690 .- 1467-8691. ; 30:4
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Journal article (peer-reviewed)abstract
- This study investigated the effects of activity-based offices (ABOs) on individual and group creativity. Adopting an interactionist perspective, we extended the theoretical framework of creative knowledge environments to find the link between ABOs and the concept of creative spaces. We employed the critical incident technique and collected data through interviews and participant observation methods for the case studies of three ABOs. The results show that privacy, noise level, and a distraction-free environment were the main factors supporting employees' individual creativity, as were open spaces with zones for different levels of noise and private enclosed spaces. For group creativity, the significance of providing suitable equipment and furniture in ABOs was observed-collaborative and disengaged spaces were found to be the recurring spaces for group creativity. Additionally, employee preferences were noted as an important component to consider when looking at environmental features, types of spaces and types of creative activities in creativity-enhancing ABOs.
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| 23. |
- Denti, Leif, 1983, et al.
(author)
-
- 2012
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In: Academy of Management The informal economy Boston 2012. ; 2012
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Conference paper (peer-reviewed)abstract
- This study models individual characteristics, leader-member exchange, and organizational support in relationship to individual innovativeness in highly complex research and development (R&D) settings. The paper reports on a survey of 166 R&D team members, 43 team leaders, and 10 department managers in five Swedish industrial organizations. Innovative behavior was measured using quantitative indicators (e.g., new patent applications, new products, and scientific and other publications) and team leaders’ ratings. Personal initiative predicted individual innovative behavior, while intrinsic motivation and leadership (conceptualized by leader-member exchange theory) did not. A mediating effect was found where leader-member exchange was associated with innovation through the personal initiative of team members. Organizational support moderated the relationship between leader-member exchange and individuals’ personal initiative. High organizational support strengthened the relationship.
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| 24. |
- Hemlin, Sven, 1948, et al.
(author)
-
- 2013
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In: K. Thomas & Chan, J. (Eds.), Handbook of research on creativity. - Cheltenham : Elgar. - 9780857939807 ; , s. 508-521
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Book chapter (peer-reviewed)
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| 25. |
- Denti, Leif, 1983, et al.
(author)
-
- 2016
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In: International Journal of Innovation Management. - 1363-9196. ; 20:3, s. 1-23
-
Journal article (peer-reviewed)abstract
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