Organisation and Personnel Management

Understanding the way people operate is central to the success of any organisation. Managing people requires understanding organisations in their full complexity, thus at several levels of analysis.

Our department produces high-quality research and provides excellent teaching of the management of people in organisations. Our diverse faculty apply micro- and macro-perspectives to understand the dynamics of organisations & their employees, and organisations’ interaction with their environment.

Prof. Steffen R. Giessner, Department Chair

The department covers topics on four levels: those that apply to the individual such as leadership, leader development, power, incentives, and goals; those applying at the team level such as diversity, team processes, hierarchy, and professional identity; those at organisation level such as organisational learning, organisational design, coordination, organisational culture and change, and organisation of work; and topics at the level of the environment such as social, technological, economic changes, and politics.

“These interrelated topics and the increasing complexity of organisations makes it necessary to develop specific as well as integrated knowledge to enable future leaders or teams to manage and collaborate with their employees within and through their organisations,” says Department Chair Prof. Steffen Giessner.

Pioneering new fields

Research within the department of Organisation and Personnel Management has always been a force for positive change, helping people and organisations worldwide to thrive and prosper. Pioneering faculty work at the forefront of human issues such as diversity, organisational change and leadership studies. Working successfully with business cultures that may have very different methods, expectations and models to those in Europe, the UK and North America constitute an important focus.

Business and societal impact

The department’s members work autonomously and together on projects of fundamental research as well as to create solutions for practical business and organisational issues. Sometimes their research has the potential to work for wide geographical areas.

One such initiative from the department of Organisation and Personnel Management is the Erasmus Centre for Leadership, in which colleagues from all of RSM’s departments collaborate. The Centre is a joint effort between this department and the department of Business Society Management. Its aim is to develop leadership within businesses and organisations as well as within society by preparing leaders for organisational and environmental changes such as digitalization, sustainability, and diversity – and by making them agents of positive change. It offers a platform by:

Creating a common value proposition for leadership education at RSM, driven by the current needs of business and underpinned by the latest scientific knowledge;
Enabling business leaders to share their insights and experience with the Centre and to learn from each other;
Providing business partners with expertise and support for leadership development so they can lead their organisations into the digital arena;
Using business and scientific knowledge to provide excellent education to students so they can develop into agents of change;
Develop tools, new procedures and programmes to provide life-long leadership education.

Throughout this department’s numerous projects and Centres of Expertise to which faculty members are linked, new knowledge is created then disseminated on

the academic level through publications in major international journals
through educational programmes and tools, and
via practitioner exchanges and knowledge hubs.

The business impact of our research translates into practical programmes at bachelor and master level, and for graduates with and without working experience. It helps us to prepare them to be critical, creative, caring and collaborative thinkers and doers.

“Our partnership with business and society begin with the education we provide to everyone, from bachelor students in a three-year programme to executives taking part in three-day programmes from RSM Executive Education,” says Prof. Steffen Giessner. “It’s a very direct way to make a positive impact on business.”

About our research

Education

Bachelor Programme

The department of Organisational and Personnel Management contributes to the curriculum of both the Bachelor of Science in International Business Administration programme as well as the Bachelor of Science in Business Administration (in Dutch “Bedrijfskunde”) programme.

Course topics include Human Resource Management and Change Management. In addition to introductory courses, we also offer elective courses and bachelor research projects.

MSc People, Organisations & Change

The MSc People, Organisations & Change focuses on the core component of any business organisation; living human beings interacting with one another. A student who wants to meet the business challenges of the future and improve competitive edge through a more creative input of employees and members of his or her company, has to understand what makes people more efficient, effective, creative and community-like.

Part-time/evening MSc in Business Administration programme

The two-year part-time/evening programme MSc in Business Administration at RSM Erasmus University is a leading management education, known for its pratical relevance and international orientation. The programma is in Dutch and open for students with a Bachelors or Masters diploma plus several years of practical experience.

Part-time MSc in Management programme

This new master programme is designed for young professionals and ambitious students. The Parttime Master in Management is in Dutch and lectures are on Friday afternoon. This programme is open for students with a Bachelors or Masters diploma. Dutch HBO-students can enter the programme if they follow the (parttime) premaster first.

Research Master in Business and Management

Whether you aspire to an international academic career, or want to do research in the wider world of business, the Research Master in Business and Management provides the ideal preparation. In this exclusive master programme offered by the high-ranking research institute ERIM, a select group of students will be taught by top researchers in management. With no more than 30 students, the two-year programme offers individual supervision, a highly personal approach and the opportunity to pursue your own research interests.

PhD in Management

Talented young researchers get the opportunity to do pioneering and innovative PhD research at ERIM, a top research institute in Europe. In its PhD programme in Management, ERIM offers PhD candidates personal supervision by internationally acclaimed management researchers and excellent research facilities, including a state-of-the-art behavioural lab and advanced survey technology. In addition, a special support programme pays for research expenses like conference visits, international research visits, and data collection. All ERIM’s PhD students are paid a competitive salary and receive career development support.

Research

"Our international faculty members are focused on high-quality and impactful research on the dynamics of the organisational change, of organisations’ interrelationships, and of people within organisations. The department members contribute jointly to this endeavour and address topics in the fields of organisational behaviour, organisation theory, human resource management, cross-cultural management and historical as well as economic perspectives on organisation. As a consequence, our department members contribute fundamental knowledge primarily from the disciplines of psychology, sociology, anthropology, business and economics.”

Prof. Steffen Giessner, Chair Department of Organisation and Personnel Management

Areas of research

Individual level

Keywords :

Individual leadership approaches; Leader development; Negotiation; Incentives; Motivation; Co-ordination; Stereotypes and prejudice at work; Power; Employee adjustment; Careers and transitions

Team level

Keywords :

Team leadership; Leadership development; Ownership; Remuneration; Hierarchy; Resource allocation; Diversity; Inclusiveness; Professional/team Identity; Changes in teams; Adaptive performance

Organisation level

Keywords :

Organisational Learning; Inter-organisational co-operation; Agencies, states, communities; Organisational culture and ideology; Cross-cultural management; Organisational change; Firm boundaries; New ways of work; Organisational forms/ownership; Organisational design; Incentives; Co-ordination; Career paths

Environment level

Keywords :

Social, technological, and economic environment; Power and politics; Inter-sectoral collaboration; Labour markets; Contestation and contested industries; Creativity and the creative sector

Centres, projects and experts

Our faculty members constantly develop high-profile and relevant research; a number of them are also heads of Centres of Expertise or other important initiatives at RSM. Support for their research may come from companies, from EU grants, or other forms of sponsorship.

Erasmus Centre for Leadership
Scientific Director: Dr Hannes Leroy

The Erasmus Centre for Leadership supports RSM’s mission to be a force for positive change in the world. It strives to create a hub of knowledge for state-of-the art research into leadership, to help make sure that research outcomes make their way into RSM’s educational programmes, and to inspire the public to join the debate on leadership.

Erasmus Centre for Cooperatives
Scientific Director: Prof. George Hendrikse

The Erasmus Centre for Co-operatives creates, disseminates, and applies knowledge about cooperatives by blending detailed description, informal theory, formal modelling, and empirical analysis to contribute to co-operative business practice as well as to science.

Erasmus Centre for Human Resource Excellence
Scientific Director: Dr Rebecca Hewett

The Erasmus Centre for Human Resource Excellence is RSM’s centre for researching human resource management. It executes fundamental and applied research into people management, which supports and develops observant, inspired and pragmatic business leaders, enabling them to apply managerial knowledge in a sustainable and respectful way.

Research expertise

Leadership

The Erasmus Centre for Leadership supports RSM’s mission to be a force for positive change in the world. We strive to create a hub of knowledge for state-of-the art research into leadership, to help make sure that research outcomes make their way into RSM’s educational programmes, and to inspire the public to join the debate on leadership.

Related research programme at ERIM

Exploring issues from the micro to the macro level of analysis, the focus of ERIM’s internationally recognised Organisation programme is on the development and testing of fundamental theory in the area of applied organisational research.

Taking the perspective that people shape the internal organisation of companies, help define the relationships organisations have with their stakeholders and society at large, and are crucial to successful, ethical, and sustainable organisational performance, these aspects are at the very heart of the Organisation programme’s activities, which takes a behavioural approach towards most research questions.

Publications

2023

Zhou, C. (2023). Exploring the role of context and interpretative dynamics in large-scale cross-cultural collaborations. [Doctoral Thesis, Erasmus University Rotterdam]. Erasmus University Rotterdam (EUR).
Lam, H. (2023). Lonely-ship: The Emergence and Experience of Leader Loneliness. [Doctoral Thesis, Erasmus University Rotterdam]. Erasmus University Rotterdam (EUR).
Hendrikse, G., Cliquet, G., Hajdini, I., Raha, A., & Windsperger, J. (2023). Networks in International Business Managing Cooperatives, Franchises and Alliances. Springer-Verlag.
Wei, A., & Hendrikse, G. (2023). Cognition and Incentives in Cooperatives. In G. Hendrikse, G. Cliquet, I. Hajdini, A. Raha, & J. Windsperger (Eds.), Cognition and Incentives in Cooperatives (pp. 43-62) https://doi.org/10.1007/978-3-031-18134-4_4
van Knippenberg, D., & Hoever, I. J. (2023). Diversity and creativity in organizations. In R. Reiter-Palmon, & S. Hunter (Eds.), Handbook of Organizational Creativity: Individual and Group Level Influences (2 ed., pp. 291-302). Elsevier. https://doi.org/10.1016/b978-0-323-91840-4.00002-5
Staring, R., Bisschop, L., Roks, R., Brein, E., & van de Bunt, H. (2023). Drug Crime and the Port of Rotterdam: About the Phenomenon and Its Approach. In H. Nelen, & D. Siegel (Eds.), Organized Crime in the 21st Century: Motivations, Opportunities, and Constraints (pp. 43-61). Springer International Publishing AG. https://doi.org/10.1007/978-3-031-21576-6
Hewett, R. (2023). Skills-based pay. In Encyclopedia of Human Resource Management, Second Edition (pp. 362-363). Edward Elgar Publishing.
Hewett, R. (2023). Team pay. In Encyclopedia of Human Resource Management, Second Edition (2 ed., pp. 381-382). Edward Elgar Publishing.
Hendrikse, G., & Nilsson, J. (2023). Board Structure Variety in Cooperatives. In G. Hendrikse, G. Cliquet, I. Hajdini, A. Raha, & J. Windsperger (Eds.), Contributions to Management Science (pp. 13-23). Springer-Verlag. https://doi.org/10.1007/978-3-031-18134-4_2
Hendrikse, G., Cliquet, G., Hajdini, I., Raha, A., & Windsperger, J. (2023). Managing Cooperatives, Franchises, and Alliances in International Business. In G. Hendrikse, G. Cliquet, I. Hajdini, A. Raha, & J. Windsperger (Eds.), Managing Cooperatives, Franchises, and Alliances in International Business (pp. 1-9). Springer-Verlag. https://doi.org/10.1007/978-3-031-18134-4_1
Giessner, S., & Horton, K. (2023). Change Leadership: A Social Identity Perspective. In The psychology of organizational change: New insights on the antecedents and consequences of individuals' responses to change (pp. 263-288). Cambridge University Press. https://doi.org/10.1017/9781009086721.017
Deng, W., & Hendrikse, G. (2023). On the Evolution of Product Portfolio of Cooperatives versus IOFs: An Agent-Based Analysis of the Single Origin Constraint. In G. Hendrikse, G. Cliquet, I. Hajdini, A. Raha, & J. Windsperger (Eds.), On the Evolution of Product Portfolio of Cooperatives versus IOFs: An Agent-Based Analysis of the Single Origin Constraint (pp. 25-42). https://doi.org/10.1007/978-3-031-18134-4_3
Magala, E. S., & Peris-Ortiz, M. (2023). Guest editorial: In praise of streaming (First editorial in 2023). Journal of Organizational Change Management, 36(1), 1-2. https://doi.org/10.1108/JOCM-02-2023-512
Xiu, L., van Dierendonck, D., & Lv, F. (2023). Leaders' Machiavellian traits and servant leadership behaviors – A gender perspective. Evidence-based HRM. https://doi.org/10.1108/ebhrm-01-2023-0014
Xiu, L., Lv, F., & van Dierendonck, D. (Accepted/In press). The interplay of servant leadership behaviors and Machiavellianism on perceived leader effectiveness. European Journal of Management and Business Economics. https://doi.org/10.1108/EJMBE-09-2022-0281
Waltré, E., Dietz, B., & van Knippenberg, D. (2023). Leadership shaping social comparison to improve performance: A field experiment. Leadership Quarterly, 34(5), Article 101720. https://doi.org/10.1016/j.leaqua.2023.101720
Vongswasdi, P., Leroy, H., Anisman-Razin, M., Claeys, J., & van Dierendonck, D. (Accepted/In press). Beyond Developing Leaders: Toward a Multi-Narrative Understanding of the Value of Leadership Development Programs. Academy of Management Learning and Education. https://doi.org/10.5465/amle.2021.0231
Vongswasdi, P., Leroy, H., Shemla, M., Hoever, I., & Khattab, J. (2023). Influencing diversity beliefs through a personal testimonial, promotion-focused approach. Journal of Organizational Behavior, 44(1), 1-18. https://doi.org/10.1002/job.2664
van Dierendonck, D., & Lam, H. (2023). Interventions to enhance eudaemonic psychological well-being: A meta-analytic review with Ryff's Scales of Psychological Well-being. Applied Psychology: Health and Well-Being, 15(2), 594-610. https://doi.org/10.1111/aphw.12398
van Dierendonck, D., Xiu, L., & Lv, F. (2023). Servant leadership measurement: a comparison of five instruments in China. Leadership and Organization Development Journal, 44(3), 305-316. https://doi.org/10.1108/LODJ-03-2022-0153
Schmidt, D. H., van Dierendonck, D., & Weber, U. (2023). The data-driven leader: developing a big data analytics leadership competency framework. Journal of Management Development, 42(4), 297-326. https://doi.org/10.1108/JMD-12-2022-0306
Sanders, K., Hewett, R., & Yang, H. (2023). Looking Back to Move Forward: A 20-Year Overview and an Integrated Model of Human Resource Process Research. Research in Personnel and Human Resources Management, 41, 161–197. https://doi.org/10.1108/S0742-730120230000041007
Rishani, M., Schouten, ME., & Hoever, I. (Accepted/In press). Navigating Multiple Team Membership: A Review and Redirection of its Influence on Effectiveness Outcomes. Social and Personality Psychology Compass. https://doi.org/10.1111/spc3.12899
Neuberger, I., Kroezen, J., & Tracey, P. (2023). BALANCING “PROTECTIVE DISGUISE” WITH “HARMONIOUS ADVOCACY”: SOCIAL VENTURE LEGITIMATION IN AUTHORITARIAN CONTEXTS. Academy of Management Journal, 66(1), 67-101. https://doi.org/10.5465/amj.2020.0517
Miedtank, T. (2023). Suddenly I Felt Like a Migrant: Identity and Mobility Threats Facing European Self-Initiated Expatriates in the UK under Brexit. Academy of Management Discoveries, 9(2), 187-209. https://doi.org/10.5465/amd.2020.0162
Lu, Y., Kiechl, S. J., Global Pulse Wave Velocity Study Group, Wang, J., Xu, Q., Kiechl, S., & Pechlaner, R. (2023). Global distributions of age- and sex-related arterial stiffness: systematic review and meta-analysis of 167 studies with 509,743 participants. EBioMedicine, 92, Article 104619. https://doi.org/10.1016/j.ebiom.2023.104619
Kowalzick, M., & Appels, M. (2023). To Change or Not to Change? Evidence on the Steadiness of More Hubristic CEOs. Journal of Management, 49(7), 2415-2454. https://doi.org/10.1177/01492063221104398
Korman, B. A., Tröster, C., & Giessner, S. R. (Accepted/In press). LMXSC Elicits Hubristic Pride and Social Undermining in Individuals with High Trait Dominance. Journal of Management Studies. https://doi.org/10.1111/joms.12983
Kanitz, R., Gonzalez, K., Berger, S., Reinwald, M., Huettermann, H., & Franczak, J. (2023). Am I the Only One? Consequences of Change Championing (A)symmetry on Group- and Individual-Level Change Outcomes. Journal of Organizational Behavior, 44(7), 1048-1065. https://doi.org/10.1002/job.2683
Horton, K., Jacobs, G., Bayerl, P. S., Gasco, M., Rothengatter, M., Elliott, K., Giljohann, S., & Rus, C. L. (2023). In Search of the Silver-Lining: Police Officers' Attributions and Responses to Stakeholder Critique. Public Administration Review. https://doi.org/10.1111/puar.13753
Hoever, I., Betancourt, NE., Chen, G., & Zhou, J. (2023). How others light the creative spark: Low power accentuates the benefits of diversity for individual inspiration and creativity. Organizational Behavior and Human Decision Processes, 176, Article 104248. https://doi.org/10.1016/j.obhdp.2023.104248
Hoever, I., & Zhou, J. (2023). Understanding the dynamic interplay between actor and context for creativity: Progress and Desirable Directions. Annual Review of Organizational Psychology and Organizational Behavior, 10, 109-135. https://doi.org/10.1146/annurev-orgpsych-120920-055457
Hewett, R., Sikora, D., Brees, J., & Moelijker, R. (2023). Answerable for what? The role of accountability focus in line manager HR implementation. Human Resource Management. https://doi.org/10.1002/hrm.22189
Hewett, R. (2023). Dissonance, reflection and reframing: Unpacking the black box of motivation internalization. Journal of Management Studies, 60(2), 285-312. https://doi.org/10.1111/joms.12878
Healey, M. P., Leroy, H., C., P., & Potočnik, K. (2023). Changing the Scholarly Conversation: What it Means, Why it Matters, and How to Approach it in Micro Research. Journal of Management Studies, 60(6), 1633-1656. https://doi.org/10.1111/joms.12924
Hagl, C., Kanitz, R., Gonzalez, K., & Hoegl, M. (Accepted/In press). Change management interventions: Taking stock and moving forward. Human Resource Management Review, Article 101000. https://doi.org/10.1016/j.hrmr.2023.101000
Giessner, S., Dawson, J. F., Horton, K. E., & West, M. (2023). The Impact of Supportive Leadership on Employee Outcomes During Organizational Mergers: An Organizational-Level Field Study. Journal of Applied Psychology, 108(4), 686-697. https://doi.org/10.1037/apl0001042, https://doi.org/10.1037/apl0001042
George, M., Strauss, K., Mell, J., & Vough, H. (Accepted/In press). When “Who I Am” Is Under Threat: Measures of Threat to Identity Value, Meanings, and Enactment. Journal of Applied Psychology. https://doi.org/10.1037/apl0001114
Dragoni, L., Leroy, H., Peng, A., & Stam, D. (2023). Welcoming Fireside Chats to the Field of Leadership. Journal of Leadership and Organizational Studies, 30(2), 133-136. https://doi.org/10.1177/15480518231157122
Dekker, I., Schippers, M., & Van Schooten, E. (Accepted/In press). Reflective Goal-setting Improves Academic Performance in Teacher and Business Education: A Large-scale Field Experiment. Journal of Research on Educational Effectiveness. https://doi.org/10.1080/19345747.2023.2231440
Bhardwaj, A., & Sergeeva, A. (2023). Values-based Trust as a Shift Parameter for Collective Organizing: The Case of Magnum Photos. Journal of Management Studies, 60(8), 2022-2059. https://doi.org/10.1111/joms.12820
Aranda, A., & Simons, T. (2023). Clearing the Smoke: Regulations, Moral Legitimacy, and Performance in the U.S. Tobacco Industry. Journal of Business Ethics, 187(4), 803-819. https://doi.org/10.1007/s10551-022-05285-w
Appels, M. (2023). CEO Sociopolitical Activism as a Signal of Authentic Leadership to Prospective Employees. Journal of Management, 49(8), 2727-2765. https://doi.org/10.1177/01492063221110207

2022

Sahlmuller, B. (Author), van Knippenberg, D. (Author), van Quaquebeke, N. (Author), & Giessner, S. (Author). (2022). Two in the lead: The importance of relationships when there are two bosses. Web publication/site, California Management Review Insights. https://cmr.berkeley.edu/2022/09/two-in-the-lead-the-importance-of-relationships-when-there-are-two-bosses/
Waltré, E. (2022). Leading for Performance in Adversity: Managing Failure, Negative Emotions, and Self-Threats. [Doctoral Thesis, Erasmus University Rotterdam]. Erasmus University Rotterdam (EUR).
van der Giessen, M. (2022). Co-creating Safety and Security: Essays on bridging disparate needs and requirements to foster safety and security. [Doctoral Thesis, Erasmus University Rotterdam]. Erasmus University Rotterdam (EUR).
Alkema, J. (2022). Ready, set, go(al)! New Directions in Goal-Setting Research. [Doctoral Thesis, Erasmus University Rotterdam]. Erasmus University Rotterdam (EUR).
Hewett, R., & Shantz, A. (2022). The role of line managers in the formation of employees' HR attributions. In Research Handbook on Line Managers (pp. 95-112). Edward Elgar Publishing.
Simons, T., Leroy, H., & Nishii, L. (2022). Revisiting Behavioral Integrity: Progress and New Directions after 20 Years. Annual Review of Organizational Psychology and Organizational Behavior, 9, 365-389. https://doi.org/10.1146/annurev-orgpsych-012420-062016
Rodríguez‑Carvajal, R., Herrero, M., van Dierendonck, D., de Rivas, S., & Moreno‑Jiménez, B. (2022). Correction to: Servant Leadership and Goal Attainment Through Meaningful Life and Vitality: A Diary Study: Servant Leadership and Goal Attainment Through Meaningful Life and Vitality: A Diary Study (Journal of Happiness Studies, (2019), 20, 2, (499-521), 10.1007/s10902-017-9954-y). Journal of Happiness Studies, 23(3), 1313. https://doi.org/10.1007/s10902-021-00432-y
Zhang, J. W., Howell, R. T., Chen, S., Goold, A. R., Bilgin, B., Chai, W. J., & Ramis, T. (2022). ‘I have high self-compassion’: A face-valid single-item self-compassion scale for resource-limited research contexts. Clinical Psychology and Psychotherapy, 29(4), 1463-1474. https://doi.org/10.1002/cpp.2714
Wong, S. I., Berntzen, M., Warner-Søderholm, G., & Giessner, S. R. (2022). The negative impact of individual perceived isolation in distributed teams and its possible remedies. Human Resource Management Journal, 32(4), 906-927. https://doi.org/10.1111/1748-8583.12447
Wechtler, H. M., Lee, C. I. S. G., Heyden, M. L. M., Felps, WA., & Lee, T. W. (2022). The Nonlinear Relationship Between Atypical Applicant Experience and Hiring: The Red Flags Perspective. Journal of Applied Psychology, 107(5), 776-794. https://doi.org/10.1037/apl0000953
Sergeeva, A., Bhardwaj, A., & Dimov, D. (2022). Mutable reality and unknowable future: Revealing the broader potential of pragmatism. Academy of Management Review, 47(4), 692-696. https://doi.org/10.5465/amr.2021.0488
Sahlmueller, B., Van Quaquebeke, N., Giessner, S. R., & van Knippenberg, D. (2022). Dual Leadership in the Matrix: Effects of Leader-Member Exchange (LMX) and Dual-Leader Exchange (DLX) on Role Conflict and Dual Leadership Effectiveness. Journal of Leadership and Organizational Studies, 29(3), 270-288. https://doi.org/10.1177/15480518221096547
Rutishauser, L., & Giessner, S. (2022). Dynamic perspective of leader-member exchange and empowerment-enhancing practices in organizational change. Die Unternehmung - Swiss Journal of Business Research and Practice, 76(4), 492-510. https://doi.org/10.5771/0042-059x-2022-4-492
Ruesch, L., Tarakci, M., Besiou, M., & Van Quaquebeke, N. (2022). Orchestrating coordination among humanitarian organizations. Production and Operations Management, 31(5), 1977-1996. https://doi.org/10.1111/poms.13660, https://doi.org/10.1111/poms.13660
Reh, S., Van Quaquebeke, N., Tröster, C., & Giessner, S. R. (2022). When and why does status threat at work bring out the best and the worst in us? A temporal social comparison theory. Organizational Psychology Review, 12(3), 241-267. https://doi.org/10.1177/20413866221100200
Nishii, L., & Leroy, H. (2022). A Multi-Level Framework of Inclusive Leadership in Organizations. Group and Organization Management, 47(4), 683-722. https://doi.org/10.1177/10596011221111505
Nguyen, B., Leroy, H., Gill, C., & Simons, T. (2022). Be yourself or adapt yourself? Authenticity, self-monitoring, behavioural integrity, and trust: Authenticity, self-monitoring, behavioural integrity, and trust. Journal of Trust Research, 12(1), 24-42. https://doi.org/10.1080/21515581.2022.2093211
Mell, J. N., van Knippenberg, D., van Ginkel, W. P., & Heugens, P. P. M. A. R. (2022). From Boundary Spanning to Intergroup Knowledge Integration: The Role of Boundary Spanners’ Metaknowledge and Proactivity. Journal of Management Studies, 59(7), 1723-1755. https://doi.org/10.1111/joms.12797
Meier-Barthold, M., Biemann, T., & Alfes, K. (2022). Strong signals in HR management: How the configuration and strength of an HR system explain the variability in HR attributions. Human Resource Management, 62(2), 229-246. https://doi.org/10.1002/hrm.22146
Manouchehrabadi, B., Letizia, P., & Hendrikse, G. (2022). Democratic versus elite governance for project selection decisions in executive committees. European Journal of Operational Research, 297(3), 1126-1138. https://doi.org/10.1016/j.ejor.2021.06.038
Liu, Y., Chen, C., Zhang, J., & van Dierendonck, D. (2022). Synergistic effect of autonomy and relatedness satisfaction on cognitive deconstruction. Journal of General Psychology, 149(2), 196-231. https://doi.org/10.1080/00221309.2020.1820434
Li, J., Liao, Z., Quaedvlieg, R., & Li, J. (2022). Conditional Superior Predictive Ability. Review of Economic Studies, 89(2), 843-875. https://doi.org/10.1093/restud/rdab039
Leroy, H. (2022). Adaptive Leadership in a Global Economy: Perspectives for Application and Scholarship. Administrative Science Quarterly, 67(4), NP73-NP75. https://doi.org/10.1177/00018392221123044
Leroy, H., Buengeler, C., Veestraeten, M., Shemla, M., & J. Hoever, I. (2022). Fostering Team Creativity Through Team-Focused Inclusion: The Role of Leader Harvesting the Benefits of Diversity and Cultivating Value-In-Diversity Beliefs. Group and Organization Management, 47(4), 798-839. https://doi.org/10.1177/10596011211009683
Leroy, H. L., Anisman-Razin, M., Avolio, B. J., Bresman, H., Stuart Bunderson, J., Burris, E. R., Claeys, J., Detert, J. R., Dragoni, L., Giessner, S. R., Kniffin, K. M., Kolditz, T., Petriglieri, G., Pettit, N. C., Sitkin, S. B., Van Quaquebeke, N., & Vongswasdi, P. (2022). Walking Our Evidence-Based Talk: The Case of Leadership Development in Business Schools. Journal of Leadership and Organizational Studies, 29(1), 5-32. https://doi.org/10.1177/15480518211062563
Kroezen, JJ. (2022). De Herontdekking van de Kunst van het Maken: Lessen uit het Nederlands Biermaaklandschap. AGORA: magazine voor sociaalruimtelijke vraagstukken, 38(1), 10-13. https://openjournals.ugent.be/agora/article/id/85363/
Karelaia, N., Guillén, L., & Leroy, H. (2022). When being oneself is socially rewarded: Social identification qualifies the effect of authentic behavior at work. Human Relations, 75(11), 2058-2090. https://doi.org/10.1177/00187267211025286
Hirschi, A., von Allmen, N., Burmeister, A., & Zacher, H. (2022). Action Regulation at the Work–Family Interface: Nomological Network and Work–Family Consequences. Journal of Business and Psychology, 37(2), 369-387. https://doi.org/10.1007/s10869-021-09751-6
Herttalampi, M., Kiuru, N., VAN DIERENDONCK, D., & Feldt, T. (2022). Incoherent Yet Still Moral? Followers’ Perceptions of Their Leaders’ Integrity. Scandinavian Journal of Work and Organizational Psychology, 7(1), Article 11. https://doi.org/10.16993/sjwop.162
Gochmann, V., Stam, D., & Shemla, M. (2022). The boundaries of vision communication—The effects of vision-task goal-alignment on leaders' effectiveness. Journal of Applied Social Psychology, 52(5), 263-276. https://doi.org/10.1111/jasp.12855, https://doi.org/10.1111/jasp.12855
Detert, J. R., Kniffin, K. M., & Leroy, H. (2022). Saving Management from our Obsession with Leadership. MIT Sloan Management Review, 64(1), 74-81. https://sloanreview.mit.edu/article/saving-management-from-our-obsession-with-leadership/
Derfler-Rozin, R., Isaakyan, S., & Park, H. (2022). Swiftly judging whom to bring on board: How person perception (accurate or not) influences selection of prospective team members. Organizational Behavior and Human Decision Processes, 173, Article 104206. https://doi.org/10.1016/j.obhdp.2022.104206
Czibor, E., Hsu, D., Jimenez-Gomez, D., Neckermann, S., & Subasi, B. (2022). Loss-Framed Incentives and Employee (Mis-)Behavior. Management Science, 68(10), 7518-7537. https://doi.org/10.1287/mnsc.2021.4280
Choi, E., Leroy, H., Johnson, A., & Nguyen, H. (2022). Flaws and all: How Mindfulness Reduces Error Hiding by Enhancing Authentic Functioning. Journal of Occupational Health Psychology, 27(5), 451-469. https://doi.org/10.1037/ocp0000327
Bracht, E. M., Monzani, L., Boer, D., Haslam, S. A., Kerschreiter, R., Lemoine, J. E., Steffens, N. K., Akfirat, S. A., Avanzi, L., Barghi, B., Dumont, K., Edelmann, C. M., Epitropaki, O., Fransen, K., Giessner, S., Gleibs, I. H., González, R., Laguía González, A., Lipponen, J., ... van Dick, R. (2022). Innovation across cultures: Connecting leadership, identification, and creative behavior in organizations. Applied Psychology, 72(1), 348-388. https://doi.org/10.1111/apps.12381
Sergeeva, A. (2022). Interplay Between Organisational Culture and Strategy: The Case of Magnum Photos (1947-1996). RSM Case Development Centre. https://www.thecasecentre.org/products/view?id=184563

Faculty

Our international faculty members are focused on high-quality and impactful research on the dynamics of the organisational change, of organisations’ interrelationships, and of people within organisations. Find out who they are here.