In recent years, Diversity along with Equity and Inclusion have emerged as key elements of organisational and people strategy. It is now essentially a “taken for granted” assumption that DEI initiatives are a good thing and that they in turn play an important role in reducing bias and inequality in the workplace. But is this really the case?

To explore this further I am delighted to be joined today by Professor Karin Hellerstedt and Professor Timur Uman, both of Jönköping International Business School in Sweden, who were co-authors with Karl Wennberg of Linkoping University of a recent paper published in Academy of Management Perspectives.

About our guests...

Karin Hellerstedt is a Senior Associate Professor at Jönköping International Business School.

Karin has conducted research on entrepreneurship in knowledge intensive industries, and on how firms and teams are formed and develop over time.

She has been involved in several research projects dealing with different aspects of entrepreneurship such as academic, rural and knowledge intensive entrepreneurship. Karin Hellerstedt has written and published several research reports and published in international peer review journals.

Her current research centers around ownership transitions and the succession of privately held businesses.

Timur Uman is a Professor in Accounting and Control at Jönköping International Business School.

Timur’s research deals with corporate governance and management control in stock listed corporation, hybrid and public organizations and new ventures. His work has been published in premier journals in Business Administration such as Corporate Governance: An International Review, Strategic Entrepreneurship Journal, Journal of World Business and Long-Range Planning among others.

Prior to joining academia Timur worked in executive positions in Latvian and German companies dealing with financial management and planning.

The paper discussed in the interview is available here: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4308670

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A recent paper in the Journal of Possibility Studies argues that creativity is an essential skill for effective leadership and that creative leaders can motivate their teams more effectively and can handle novel challenges by being more flexible in going outside the typical routines. Key to this is the important role played by a leaders’ creative identity and the recognitions that leaders can deliberately enact their creative identities in their roles, based on two ways to understand their creativity: as a way of thinking or as a personality type.

Just as importantly, however, leaders need to be adaptive in their approach – both to leadership and to the cultures they encourage in the workplace.

To discuss this further I am delighted to be joined by Dr Oana Velcu-Laitinen

About our guest…

Dr Oana Velcu-Laitinen is a researcher and consultant who works in the areas of creativity, change, innovation and well-being.

Her focus is challenging the habitual thinking of leaders, researchers and other knowledge workers to bring positive change and breakthroughs to their workplaces and domains of knowledge.

Oana has a published a number of papers and books, including “How to develop your creative identity at work”, published in October 2022.

You can find out more about Oana and her work here:

· https://www.linkedin.com/in/oana-velcu-laitinen-phd-6081084/

· https://www.velcu.fi/

The article from the Journal of Possibility Studies discussed in the interview is available here: https://journals.sagepub.com/doi/10.1177/27538699231226173

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When it comes to decision making, overconfidence is acknowledged as one of the most common managerial decision making biases. Nonetheless, much uncertainty remains about the implications of CEO overconfidence most particularly in terms of risk taking and ultimately organisational performance.

To explore the impact of CEO overconfidence in more detail I am delighted to be joined by Dr Barbara Burkhard and Professor Charlotta Sirén of the Institute for Responsible Innovation at the University of St Gallen, Switzerland.

Barbara Burkhard is Postdoctoral Researcher at the Institute of Responsible Innovation at the University of St.Gallen

Barbara’s research is centered on the psychology of top managers and employees. She specializes in researching how the cognition, emotions, and other individual factors influence top managers and employees’ decisions, behaviors, and, consequently, organizational outcomes.

Charlotta Sirén is an Associate Professor of Management at the Institute of Responsible Innovation at the University of St.Gallen, Switzerland

Charlotta’s research focuses on key elements of entrepreneurship including the psychological aspects of entrepreneurship, informal entrepreneurship, responsible innovation and new venture teams.

You can find out more about the work of both Barbara and Charlotta on the website of the Institute of Responsible Innovation at the University of St Gallen: https://iri.unisg.ch/

The paper discussed – Nothing Ventured, Nothing Gained: A Meta-Analysis of CEO Overconfidence, Strategic Risk Taking, and Performance – is open access and is available here: https://journals.sagepub.com/doi/full/10.1177/01492063221110203

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