Matej Černe
Biographic Data
| ID | 1109967 |
|---|---|
| NAME | Matej Černe |
| GIVEN NAMES | Matej |
| FAMILY NAME | Černe |
| SIGNATURE | ČERNE M |
| AFFILIATIONS | University of Ljubljana |
| ORCID | 0000-0001-5049-588X |
| VERIFIED | Yes |
| TOTAL WORKS | 23 |
| TOTAL CITATIONS | 40 |
| AUTHOR COUNT | 23 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2013 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 3 |
Artificial Intelligence and Job Design
Artificial intelligence (AI) is transforming work by reshaping how jobs are designed, experienced, and performed. This article reviews emerging evidence on the implications of AI adoption for job design from the perspective of Job Demands–Resources theory. We develop a conceptual framework that explains how AI adoption may alter the balance between job demands and job resources, and thereby influence both motivational and health-impairment proces…
A bibliometric review of sleep and work performance research up to 2023
This study systematically maps the research landscape on the relationship between sleep and work performance, identifying key intellectual foundations, thematic areas, and structural relationships. Using bibliometric methods, we analyzed 272 peer-reviewed articles retrieved from the Web of Science (WoS) database from inception through December 2023. Co-citation, co-occurrence, and bibliographic coupling analysis were conducted in VOSviewer softwa…
Digital Nomads in Conversation
We examine digital nomadism through the lens of the Intelligent Careers framework and compare this emerging career form with more traditional migrant careers. We show how digital nomads navigate their career paths by leveraging online platforms for casual storytelling and knowledge sharing. Our analysis uses probabilistic topic modeling to analyze 66,601 Reddit posts from the DigitalNomad subreddit to uncover insights into digital nomads’ career …
Comparing the roles of creativity and digital nativity in predicting general and IT innovativeness
Purpose The study compares the effects of creativity and digital nativity, with the latter signifying proficiency in digital skills, on enhancing innovation among employees. The research specifically evaluates the impact of creativity and digital nativity on general innovative performance and personal innovativeness using IT (PIIT). Design/methodology/approach Two studies were conducted. Study 1 surveyed 497 individuals on Prolific using objectiv…
The value of leaders we trust and leaders who make us stronger
This study investigates the critical role of social identity in leadership, specifically examining identity leadership (IL) and the unique contributions of its four subdimensions: identity prototypicality, identity advancement, identity entrepreneurship, and identity impresarioship. To date, research has largely focused on the global construct of identity leadership and shown that in organizational contexts, it is a predictor of a range of outcom…
The Three‐Way Interaction of Autonomy, Openness to Experience, and Techno‐Invasion in Predicting Employee Creativity
Despite the increasing need for creativity in rapidly evolving markets and work environments, not all employees are able to engage in this crucial behavior at work. The interactionist perspective suggests that creativity in organizations can be predicted by the interplay of individual and situational elements. With this theoretical framework, the study aimed to generate and develop insights into the job autonomy–employee creativity relationship b…
Contextualizing job design for individual work performance
This two-study, top-down multilevel research examines how to create high-performance jobs within well-designed organizations. By integrating a broad strategic human resource management perspective with the traditional strategy–structure–performance framework and influential job demands–resources theory, we explored whether and how the alignment of cognitive job demands and task-related resources mediates the cross-level relationship between strat…
Understanding meaningful work in the context of technostress, Covid-19, frustration, and corporate social responsibility
COVID-19 and digitalization represent important sources of many employees’ frustrations. In this article, we address the question of how employees can achieve meaningful work in such a challenging and frustrating context. Specifically, we investigate whether employees’ negative experiences related to technology use—that is, techno-invasion—leads to frustration and in turn reduces employee perceptions of meaningful work. In addition, we examine co…
Should I Stay or Should I Go? The Interplay Between Scientific and Entrepreneurial Passion in Shaping the Frustration–Intention Relationship in the Academia
Academic careers come with many joys but are frequently accompanied by frustration. In the present study, we provide a multi-dimensional measure of academic frustration. Using a sample of 312 differently frustrated academics across the globe, our study develops a new perspective on academic frustration and academics’ intention to stay or leave academia. We empirically investigate the interaction between academic frustration and scientific and ent…
Political leaders' identity leadership and civic citizenship behavior
Identity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., a sense of “we” and of “us”) among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6787). It also examines the…
Does the Context Matter? The Interplay of HR Systems and Relational Climates Predicting Individual and Team Creativity
Given the influential role of organizational context for creativity, this study examines the cross-level effects of 2 prevalent contextual elements – HR systems and relational climates – on individual and team creativity. We have conducted a multilevel multi-source study through hierarchical linear modeling on a sample of 282 employees nested in 69 teams and 38 firms. The results show that the interplay hypotheses regarding potentially creativity…
Where You Lead, I Will Follow
The leader–follower relationship plays an important role in preventing employees from engaging in counterproductive work behavior (CWB). We investigate the interplay among perceived leader–member exchange (LMX), leaders’ motivation to lead (MTL), and CWB, specifically examining the cross-level effect of leaders’ MTL in the relationship between individuals’ LMX and CWB. We tested our hypotheses in two studies: a two-source field study in three lar…
Fueling the Creative Spark
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 psychol…
Job demands and burnout
Do high job demands help employees to stay challenged at work, or do they challenge their well-being? Despite burnout being an ever-pressing matter in contemporary workspaces, the understanding of the link between job demands and burnout remains limited, especially considering the important multilayered role of context in organizations. Our study develops an integrated perspective on the antecedents of burnout, rather than viewing various element…
The Road to the Future
This study examines the evolution of leader–member exchange (LMX) research. We apply bibliometrics to analyze the extant literature published from the beginning of the construct development, complementing existing qualitative and meta-analytic reviews of the LMX field. We use a combination of three bibliometric techniques—document co-citation analysis, co-word analysis, and bibliographic coupling. Our approach enables us to identify the most infl…
Identity Leadership, Employee Burnout and the Mediating Role of Team Identification
Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD)…
International differences in employee silence motives
Employee silence, the withholding of work‐related ideas, questions, or concerns from someone who could effect change, has been proposed to hamper individual and collective learning as well as the detection of errors and unethical behaviors in many areas of the world. To facilitate cross‐cultural research, we validated an instrument measuring four employee silence motives (i.e., silence based on fear, resignation, prosocial, and selfish motives) i…
Understanding knowledge hiding in organizations
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
Perceived mastery climate, felt trust, and knowledge sharing
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' know…
Exploratory and exploitative innovation
The aim of this study is to explore the effect of exploratory and exploitative innovation separately and ambidexterity premise simultaneously relating to firms’ innovation performance. To test these relationships, we applied a hierarchical linear regression analysis to a large sample of international organisations (by using the Community Innovation Survey [CIS] 2006 micro data). We show that the relationship between exploratory innovation and a f…
What Goes Around Comes Around
Knowledge hiding prevents colleagues from generating creative ideas, but it may also have negative consequences for the creativity of a knowledge hider. Drawing on social exchange theory, we propose that when employees hide knowledge, they trigger a reciprocal distrust loop in which coworkers are unwilling to share knowledge with them. We further suggest that these effects are contingent on motivational climate, in such a way that the negative ef…
Authentic leadership, employees’ job satisfaction, and work engagement
The purpose of this study is to develop and test empirically a multilevel model of cross-level interactions between authentic leadership at the team level and job satisfaction and work engagement at the individual level. Using data from 23 team supervisors and 289 team members, the study also investigates the mediating role of perceived supervisor support in the proposed cross-level relationships. For validation of the measurement instrument, we …
Authentic leadership, creativity, and innovation
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 hier…
Understanding knowledge hiding in organizations
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
Perceived mastery climate, felt trust, and knowledge sharing
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' know…
Authentic leadership, creativity, and innovation
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 hier…
Understanding meaningful work in the context of technostress, Covid-19, frustration, and corporate social responsibility
COVID-19 and digitalization represent important sources of many employees’ frustrations. In this article, we address the question of how employees can achieve meaningful work in such a challenging and frustrating context. Specifically, we investigate whether employees’ negative experiences related to technology use—that is, techno-invasion—leads to frustration and in turn reduces employee perceptions of meaningful work. In addition, we examine co…
Fueling the Creative Spark
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 psychol…
International differences in employee silence motives
Employee silence, the withholding of work‐related ideas, questions, or concerns from someone who could effect change, has been proposed to hamper individual and collective learning as well as the detection of errors and unethical behaviors in many areas of the world. To facilitate cross‐cultural research, we validated an instrument measuring four employee silence motives (i.e., silence based on fear, resignation, prosocial, and selfish motives) i…
Job demands and burnout
Do high job demands help employees to stay challenged at work, or do they challenge their well-being? Despite burnout being an ever-pressing matter in contemporary workspaces, the understanding of the link between job demands and burnout remains limited, especially considering the important multilayered role of context in organizations. Our study develops an integrated perspective on the antecedents of burnout, rather than viewing various element…
Should I Stay or Should I Go? The Interplay Between Scientific and Entrepreneurial Passion in Shaping the Frustration–Intention Relationship in the Academia
Academic careers come with many joys but are frequently accompanied by frustration. In the present study, we provide a multi-dimensional measure of academic frustration. Using a sample of 312 differently frustrated academics across the globe, our study develops a new perspective on academic frustration and academics’ intention to stay or leave academia. We empirically investigate the interaction between academic frustration and scientific and ent…
Political leaders' identity leadership and civic citizenship behavior
Identity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., a sense of “we” and of “us”) among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6787). It also examines the…
Authentic leadership, creativity, and innovation
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 hier…
What Goes Around Comes Around
Knowledge hiding prevents colleagues from generating creative ideas, but it may also have negative consequences for the creativity of a knowledge hider. Drawing on social exchange theory, we propose that when employees hide knowledge, they trigger a reciprocal distrust loop in which coworkers are unwilling to share knowledge with them. We further suggest that these effects are contingent on motivational climate, in such a way that the negative ef…
Authentic leadership, employees’ job satisfaction, and work engagement
The purpose of this study is to develop and test empirically a multilevel model of cross-level interactions between authentic leadership at the team level and job satisfaction and work engagement at the individual level. Using data from 23 team supervisors and 289 team members, the study also investigates the mediating role of perceived supervisor support in the proposed cross-level relationships. For validation of the measurement instrument, we …
Exploratory and exploitative innovation
The aim of this study is to explore the effect of exploratory and exploitative innovation separately and ambidexterity premise simultaneously relating to firms’ innovation performance. To test these relationships, we applied a hierarchical linear regression analysis to a large sample of international organisations (by using the Community Innovation Survey [CIS] 2006 micro data). We show that the relationship between exploratory innovation and a f…
Perceived mastery climate, felt trust, and knowledge sharing
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' know…
Understanding knowledge hiding in organizations
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
Identity Leadership, Employee Burnout and the Mediating Role of Team Identification
Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD)…
International differences in employee silence motives
Employee silence, the withholding of work‐related ideas, questions, or concerns from someone who could effect change, has been proposed to hamper individual and collective learning as well as the detection of errors and unethical behaviors in many areas of the world. To facilitate cross‐cultural research, we validated an instrument measuring four employee silence motives (i.e., silence based on fear, resignation, prosocial, and selfish motives) i…
The Road to the Future
This study examines the evolution of leader–member exchange (LMX) research. We apply bibliometrics to analyze the extant literature published from the beginning of the construct development, complementing existing qualitative and meta-analytic reviews of the LMX field. We use a combination of three bibliometric techniques—document co-citation analysis, co-word analysis, and bibliographic coupling. Our approach enables us to identify the most infl…
Does the Context Matter? The Interplay of HR Systems and Relational Climates Predicting Individual and Team Creativity
Given the influential role of organizational context for creativity, this study examines the cross-level effects of 2 prevalent contextual elements – HR systems and relational climates – on individual and team creativity. We have conducted a multilevel multi-source study through hierarchical linear modeling on a sample of 282 employees nested in 69 teams and 38 firms. The results show that the interplay hypotheses regarding potentially creativity…
Where You Lead, I Will Follow
The leader–follower relationship plays an important role in preventing employees from engaging in counterproductive work behavior (CWB). We investigate the interplay among perceived leader–member exchange (LMX), leaders’ motivation to lead (MTL), and CWB, specifically examining the cross-level effect of leaders’ MTL in the relationship between individuals’ LMX and CWB. We tested our hypotheses in two studies: a two-source field study in three lar…
Fueling the Creative Spark
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 psychol…
Job demands and burnout
Do high job demands help employees to stay challenged at work, or do they challenge their well-being? Despite burnout being an ever-pressing matter in contemporary workspaces, the understanding of the link between job demands and burnout remains limited, especially considering the important multilayered role of context in organizations. Our study develops an integrated perspective on the antecedents of burnout, rather than viewing various element…
Understanding meaningful work in the context of technostress, Covid-19, frustration, and corporate social responsibility
COVID-19 and digitalization represent important sources of many employees’ frustrations. In this article, we address the question of how employees can achieve meaningful work in such a challenging and frustrating context. Specifically, we investigate whether employees’ negative experiences related to technology use—that is, techno-invasion—leads to frustration and in turn reduces employee perceptions of meaningful work. In addition, we examine co…
Should I Stay or Should I Go? The Interplay Between Scientific and Entrepreneurial Passion in Shaping the Frustration–Intention Relationship in the Academia
Academic careers come with many joys but are frequently accompanied by frustration. In the present study, we provide a multi-dimensional measure of academic frustration. Using a sample of 312 differently frustrated academics across the globe, our study develops a new perspective on academic frustration and academics’ intention to stay or leave academia. We empirically investigate the interaction between academic frustration and scientific and ent…
Political leaders' identity leadership and civic citizenship behavior
Identity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., a sense of “we” and of “us”) among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6787). It also examines the…
The value of leaders we trust and leaders who make us stronger
This study investigates the critical role of social identity in leadership, specifically examining identity leadership (IL) and the unique contributions of its four subdimensions: identity prototypicality, identity advancement, identity entrepreneurship, and identity impresarioship. To date, research has largely focused on the global construct of identity leadership and shown that in organizational contexts, it is a predictor of a range of outcom…
The Three‐Way Interaction of Autonomy, Openness to Experience, and Techno‐Invasion in Predicting Employee Creativity
Despite the increasing need for creativity in rapidly evolving markets and work environments, not all employees are able to engage in this crucial behavior at work. The interactionist perspective suggests that creativity in organizations can be predicted by the interplay of individual and situational elements. With this theoretical framework, the study aimed to generate and develop insights into the job autonomy–employee creativity relationship b…
Contextualizing job design for individual work performance
This two-study, top-down multilevel research examines how to create high-performance jobs within well-designed organizations. By integrating a broad strategic human resource management perspective with the traditional strategy–structure–performance framework and influential job demands–resources theory, we explored whether and how the alignment of cognitive job demands and task-related resources mediates the cross-level relationship between strat…
Artificial Intelligence and Job Design
Artificial intelligence (AI) is transforming work by reshaping how jobs are designed, experienced, and performed. This article reviews emerging evidence on the implications of AI adoption for job design from the perspective of Job Demands–Resources theory. We develop a conceptual framework that explains how AI adoption may alter the balance between job demands and job resources, and thereby influence both motivational and health-impairment proces…
A bibliometric review of sleep and work performance research up to 2023
This study systematically maps the research landscape on the relationship between sleep and work performance, identifying key intellectual foundations, thematic areas, and structural relationships. Using bibliometric methods, we analyzed 272 peer-reviewed articles retrieved from the Web of Science (WoS) database from inception through December 2023. Co-citation, co-occurrence, and bibliographic coupling analysis were conducted in VOSviewer softwa…
Digital Nomads in Conversation
We examine digital nomadism through the lens of the Intelligent Careers framework and compare this emerging career form with more traditional migrant careers. We show how digital nomads navigate their career paths by leveraging online platforms for casual storytelling and knowledge sharing. Our analysis uses probabilistic topic modeling to analyze 66,601 Reddit posts from the DigitalNomad subreddit to uncover insights into digital nomads’ career …
Comparing the roles of creativity and digital nativity in predicting general and IT innovativeness
Purpose The study compares the effects of creativity and digital nativity, with the latter signifying proficiency in digital skills, on enhancing innovation among employees. The research specifically evaluates the impact of creativity and digital nativity on general innovative performance and personal innovativeness using IT (PIIT). Design/methodology/approach Two studies were conducted. Study 1 surveyed 497 individuals on Prolific using objectiv…
Psychology (17 works) · Social Psychology (16 works) · Job Satisfaction and Organizational Behavior (15 works) · Social Psychology (10 works) · Computer Science (9 works) · Political science (8 works) · Creativity (6 works) · Creativity in Education and Neuroscience (5 works) · Knowledge management (5 works) · Multilevel model (5 works)