More information

Profile

Dr Bas Koene is director of the RSM Case Development Centre and is engaged in research and teaching in the field of HR and Organization Development.

 

He studies human agency and leadership in processes of institutional change and Organizational Development. He is specifically interested in the organization of work and the management of employment. Recent projects focus on the management & organization of non-standard employment, the relation between job quality and innovation (QuInnE project), participation and community (I-WIRE project) and on the role of HR in new ways of organizing work.

 

As director of the RSM Case Development Centre he has been building support for case development and case method innovation at RSM for over 5 years, strengthening the relevance of case studies as tools for research valorization and learning.

 

He is member of the American Academy of Management (AoM), the European Group for Organization Studies (EGOS) and the Society for the Advancement of Socio-economics (SASE). Before joining RSM he worked as a management consultant and at the Business School of the University of Maastricht. He has published in journals such as Leadership Quarterly, Human Resource Management Journal, Journal of Organizational Change Management, Personnel Review and Human Relations.

Publications

Academic (21)
  • Koene, B. A. S., & Pichault, F. (2020). Embedded Fixers, Pragmatic Experimenters, Dedicated Activists: Evaluating Third-Party Labour Market Actors’ Initiatives for Skilled Project-Based Workers in the Gig Economy. British Journal of Industrial Relations, 59(2), 444-473. https://doi.org/10.1111/bjir.12563

  • Sobral, F., Ng, E., Castanheira, F., Chambel, M., & Koene, B. (2019). Dealing with temporariness: Generational effects on temporary agency workers. Personnel Review, 49(2), 406-424. https://doi.org/10.1108/PR-02-2018-0071

  • Heyden, M., Fourne, S., Koene, B., Werkman, R., & Ansari - Loan, S. (2017). Rethinking ‘Top-Down’ and ‘Bottom-Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support. Journal of Management Studies, 54(7), 961-985. https://doi.org/10.1111/joms.12258

  • Koene, B., & Purcell, K. (2013). The value of relationships in a transactional labour market: constructing a market for temporary employment. Revista Latino-americana de Estudos do Trabalho - RELET, 18(30), 43-70. http://hdl.handle.net/1765/50621

  • Lander, M., Koene, B., & Linssen, SN. (2012). Committed to professionalism: Organizational responses of mid-tier accounting firms to conflicting institutional logics. Accounting, Organizations and Society, 38(2), 130-148. https://doi.org/10.1016/j.aos.2012.11.001

  • Noeverman, J., & Koene, B. (2012). Effects of managerial evaluation styles on subordinate attitudes and performance: proposal for future research'. International Journal of Management, 29(3), 219-231.

  • Koene, B., & Ansari - Loan, S. (2011). Institutional changeand the multinational change agent: a study of the temporary staffing industry in Spain. Journal of Organizational Change Management, 24(4), 511-531. https://doi.org/10.1108/09534811111144647

  • Sonnenberg, M., Koene, B., & Paauwe, J. (2011). Balancing HRM; the psychological contract of employees - A multi level study. Personnel Review, 40(6), 664-683. https://doi.org/10.1108/00483481111169625

  • van Driel, H., & Koene, B. (2011). The Rhetoric of Restraint: The Struggle for Legitimacy of the Dutch Temporary Work Agency Industry, 1961-1996. Enterprise and Society, 12(3), 562-600. https://doi.org/10.1017/S1467222700010223

  • Boselie, JPEF., & Koene, B. (2010). Private equity & human resource management: "Barbarians at the gate!" HR's wake up call? Human Relations, 63(9), 1297-1319. https://doi.org/10.1177/0018726709349519

  • Koene, B. (2006). Situated Human Agency, institutional entrepreneurship and institutional change. Journal of Organizational Change Management, 19(3), 365-382.

  • Noeverman, J., Koene, B., & Williams, ART. (2005). Construct measurement of evaluative style: a review and proposal. Qualitative Research in Accounting & Management, 2(1), 77-107.

  • Koene, B., & van Riemsdijk, M. (2005). Managing temporary workers: work identity, diversity and operational HR choices. Human Resource Management Journal, 15(1), 76-92. https://doi.org/10.1111/j.1748-8583.2005.tb00141.x

  • Koene, B., Paauwe, J., & Groenewegen, JPM. (2004). Understanding the development of temporary agency work in Europe. Human Resource Management Journal, 14(3), 53-73.

  • Koene, B., Vogelaar, A., & Soeters, J. (2002). Leadership effect on organizational climate and financial performance: local leadership impact in chain organizations. The Leadership Quarterly, 13(3), 193-215. https://doi.org/10.1016/S1048-9843(02)00103-0

  • Noeverman, J., & Koene, B. (2000). Evaluation and leadership: an exploratory study of differences in evaluation style. MAB, 74(november), 62-76.

  • Keegan, A., & Koene, B. (1999). EGOS 1999 Reflections. Organization Studies, 20(6), 1078-1081. https://doi.org/10.1177/0170840699206012

  • Koene, B., & Paauwe, J. (1999). Vertrouwen in situaties van verandering. M en O, 53(5), 43-56.

  • Koene, B. (1998). Sociale variabelen als succesfactoren voor de prestaties van organisaties, het belang van sociale variabelen voor filiaalorganisaties in de detailhandel. MAB, 72(12), 649-661.

  • Witteloostuijn, A., & Koene, B. (1998). Euromanagement of international management? MAB, 72(3), 125-138.

  • Koene, B., & Holtzappel, A. (1997). Irrationaliteit binnen het mechanistische model als winstverhogende factor. Filosofie in Bedrijf, 7(25), 48-54.

Professional (2)

Academic (1)

Academic (1)
  • Koene, B., Garsten, C., & Galais, N. (2014). Management and Organization of Temporary Agency Work. Routledge.

Academic (10)
  • Beuker, L., Borghi, P., Bureau, M., Corsani, A., Gazier, B., Godino, A., Koene, B., Martin-Artiles, A., Molina, O., Mori, A., Naedenoen, F., Norback, M., Sirok, K., Stanic, M., & Walter, L. (2020). The place of self-employment in the European context. Evidence from nine country case studies: Belgium, France, Germany, Italy, the Netherlands, Slovenia, Spain, Sweden and the United Kingdom. In R. Semenza, & F. Pichault (Eds.), The Challenges of Self-Employment in Europe - Status, Social Protection and Collective Representation (pp. 77-139). Edward Elgar Publishing. https://doi.org/10.4337/9781788118453.00013

  • Mori, A., & Koene, B. (2019). Continuity and discontinuity in collective representation. In R. Semenza, & F. Pichault (Eds.), The Challenges of Self-Employment in Europe - Status, Social Protection and Collective Representation (pp. 178-205). Edward Elgar Publishing. https://doi.org/10.4337/9781788118453.00015

  • Koene, B., Garsten, C., & Galais, N. (2014). Management and organization of temporary work. In Management and Organization of Temporary Agency Work (Vol. 9781315815831, pp. 1-20). Taylor and Francis Inc..

  • Koene, B., Garsten, C., & Galais, N. (2014). Ch 1 Management and organization of temporary work. In C. Garsten, N. Galais, & B. A. S. Koene (Eds.), Management and Organization of Temporary Agency Work (pp. 1-20). Routledge.

  • Koene, B. (2004). Trust and rationality in organisation: Strengthening the role of the sacred feminine in organization, why this might be more difficult than we think, and how we might move forward .... In D. N. den Hartog, & J. Paauwe (Eds.), The Spice of Science: A Collection of Papers in Honour of Roger Williams (pp. 37-51). Erasmus Universiteit Rotterdam (EUR).

  • Koene, B., Pot, F., & Paauwe, J. (2003). Contingent employment in the Netherlands. In O. Bergström, & D. Storrie (Eds.), Contingent employment in Europe and the United States (pp. 195-223). Edward Elgar Publishing.

  • Koene, B. (1999). Managing across cultures (bookreview). In S. C. Schneider, & J-L. Barsoux (Eds.), - Prentice Hall.

  • Koene, B., Boone, C., & Soeters, JL. (1997). Organizational factors influencing homogeneity and heterogeneity of organizational cultures. In S. A. Sackmann (Ed.), Cultural Complexity in Organizations: Inherent Contrasts and Contradictions (pp. 273-293). Sage.

  • Koene, B., Soeters, J., & Vogelaar, A. (1997). Leadership characteristics, organisational culture and organisational performance. In R. Pepermans, A. Buelens, C. J. Vinkenburg, & P. G. W. Jansen (Eds.), Managerial Behaviour and Practices: European Research Issues (pp. 65-79). Acco Uitgeverij.

  • Koene, B., Pennings, JM., & Schreuder, H. (1992). Leadership, Organizational Cultures and Organizational Outcomes. In K. E. Clark, M. B. Clark, & D. P. Campbell (Eds.), Impact of Leadership (pp. 215-223). Center for Creative Leadership.

Professional (1)
  • Koene, B. (1997). Managing across cultures. In S. C. Schneider, & J-L. Barsoux (Eds.), - Prentice Hall.

Academic (5)
  • Koene, B., & Spicer, A. (2013). Thought leadership: engaging with power whilst not losing the plot. EGOS colloquium - subtheme "troubled times, big issues, institutional crises: Insights from Organization theory", Montreal.

  • Heyden, M., Koene, B., & Fourne, S. (2013). Examining Role Involvement of Top and Middle Management in Organizational Change. Academy of Management Conference (OMT Division), Orlando, FL.

  • Noeverman, J., & Koene, B. (2005). Construct Measurement of Evaluative Style: a review and evaluation. 6th International Management Control Systems Research Conference, Edinburgh.

  • Noeverman, J., & Koene, B. (2005). The changing roles of Management Accounting and Control Systems. ENROAC Conference april 2005.

  • Noeverman, J., & Koene, B. (2003). Differences in evaluative style: an explorative study. 26th Annual Congress, Sevilla, Spain.

Academic (1)
  • Koene, B., Galais, N., & Garsten, C. (2014). Foreword. In Management and Organization of Temporary Agency Work (Vol. 9781315815831, pp. xi-xii). Taylor and Francis Inc..

Academic (1)
  • Noeverman, J., & Koene, B. (2005). The relevance or context for evaluative style and evaluative style effectiveness. Paper presented at 28th Annual Congress of the EAA, Goteborg, Sweden.

Academic (1)
  • Noeverman, J., & Koene, B. (2006). The relevance of context for Evaluative Style and Evaluative Style Effectiveness. Poster session presented at Management Accounting Section of the American Accounting Association, Clearwater Beach, Florida.

Academic (6)
  • Koene, B., Paauwe, J., & Groenewegen, JPM. (2004). Understanding the development of temporary agency work in Europe. (ERIM Report Series Research in Management 2004 086-ORG ed.) ERIM Report Series Research in Management 2004 Vol. 086-ORG

  • Pot, F., Koene, B., & Paauwe, J. (2001). Contingent employment in the Netherlands. (ERIM Report Series 2001 04-ORG ed.) ERIM Report Series 2001 Vol. 04-ORG

  • Noeverman, J., & Koene, B. (2000). Preferred and perceived evaluation style and its interaction with leadership style: an empirical investigation. (RIBES 2000-06 ed.) RIBES Vol. 2000-06

  • Koene, B., & Paauwe, J. (1999). Vertrouwen in situaties van verandering. (RIBES 9959 ed.) RIBES Vol. 9959

  • Boselie, JPEF., Koene, B., & Paauwe, J. (1998). HRM & Performance: towards a more balanced perspective. (RIBES 9836 ed.) RIBES Vol. 9836

  • Koene, B., Vogelaar, A., & Soeters, J. (1998). The impact of leadership on organizational climate and bottom line organizational performance. (RIBES 9841 ed.) RIBES Vol. 9841

Academic (1)
  • Noeverman, J., & Koene, B. (2010). Contextual Influences on Evaluative Style and its Effectiveness: Three Avenues for Future Research. Erasmus Research Institute of Management (ERIM). ERIM Report Series Vol. ERS-2010-047-ORG

Courses

Building My Career

  • Study year: 2022/2023, 2021/2022, 2020/2021
  • Code: BM20MIM
  • ECTS: 1 Level: Master

Business Analytics

  • Study year: 2022/2023, 2021/2022, 2020/2021
  • Code: BM21MIM
  • ECTS: 6 Level: Master

Strategic Management

  • Study year: 2022/2023, 2021/2022, 2020/2021
  • Code: BM22MIM
  • ECTS: 4 Level: Master

Marketing Management

  • Study year: 2022/2023, 2021/2022, 2020/2021
  • Code: BM23MIM
  • ECTS: 4 Level: Master

Psychology & Business

  • Study year: 2022/2023, 2021/2022, 2020/2021
  • Code: BM25MIM
  • ECTS: 4 Level: Master

Entrepreneurial Challenge

  • Study year: 2022/2023, 2021/2022, 2020/2021
  • Code: BM26MIM
  • ECTS: 2 Level: Master

Decision Science & Operations

  • Study year: 2022/2023, 2021/2022, 2020/2021
  • Code: BM27MIM
  • ECTS: 6 Level: Master

Consultancy Project

  • Study year: 2022/2023, 2021/2022, 2020/2021
  • Code: BM28MIM
  • ECTS: 6 Level: Master

Corporate Governance

  • Study year: 2022/2023, 2021/2022, 2020/2021
  • Code: BM29MIM
  • ECTS: 4 Level: Master

Corporate Finance

  • Study year: 2022/2023, 2021/2022, 2020/2021
  • Code: BM30MIM
  • ECTS: 3 Level: Master

Accounting

  • Study year: 2022/2023, 2021/2022, 2020/2021
  • Code: BM31MIM
  • ECTS: 3 Level: Master

HRM Master Thesis

  • Study year: 2022/2023, 2021/2022, 2020/2021
  • Code: BMMTHRM
  • Level: Master

MiM Master Thesis

  • Study year: 2022/2023, 2021/2022, 2020/2021
  • Code: BMMTMIM
  • ECTS: 16 Level: Master

Research Clinic

  • Study year: 2022/2023, 2021/2022, 2020/2021
  • Code: BMRSCMIM
  • ECTS: 1 Level: Master

Past courses

Human Resource Management

  • Study year: 2021/2022, 2020/2021, 2019/2020, 2018/2019, 2017/2018
  • Code: BMA2107
  • ECTS: 5

OCC Master Thesis

  • Study year: 2021/2022, 2020/2021, 2019/2020, 2018/2019, 2017/2018
  • Code: BMMTOCC
  • Level: Master

Organisation Development and Change Management

  • Study year: 2021/2022, 2020/2021, 2018/2019, 2017/2018, 2016/2017, 2015/2016
  • Code: BMME044
  • Level: Master, Master, Master, Master

Theories of Change

  • Study year: 2021/2022
  • Code: BM11HRM
  • Level: ERIM, Exchange, IM/CEMS, Master

Foundations of Consulting

  • Study year: 2020/2021, 2019/2020
  • Code: BM09OCC
  • ECTS: 5 Level: Master

HRM-OCC Master Thesis

  • Study year: 2020/2021
  • Code: BMMTHRM-OCC
  • ECTS: 16 Level: Master

Managing Professional Organisations

  • Study year: 2020/2021, 2019/2020, 2017/2018
  • Code: BM01OCC
  • ECTS: 6 Level: Master

Research Methodology

  • Study year: 2020/2021
  • Code: BMRMHRM-OCC
  • Level: Master

Strategic HRM

  • Study year: 2020/2021
  • Code: BM07HRM
  • Level: ERIM, Exchange, IM/CEMS, Master

Studying Change

  • Study year: 2020/2021, 2019/2020, 2018/2019, 2017/2018, 2016/2017, 2015/2016
  • Code: BM04OCC
  • ECTS: 6 Level: Master

Theories on Change, on Differences and on Behaviour

  • Study year: 2020/2021, 2019/2020, 2017/2018
  • Code: BM02OCC
  • ECTS: 6 Level: Master

MSc Organisational Change & Consulting

  • Study year: 2019/2020
  • Code: BMTTOCC

Organisational Change and Consulting Research Methodology

  • Study year: 2019/2020, 2017/2018
  • Code: BMRMOCC
  • ECTS: 4 Level: Master, Master, Master, Master

Advisory Skills

  • Study year: 2017/2018
  • Code: BMME064
  • ECTS: 6 Level: Master

Foundations of Consulting

  • Study year: 2017/2018
  • Code: BM05OCC
  • ECTS: 3 Level: Master

Intervention skills

  • Study year: 2017/2018
  • Code: BMME066
  • ECTS: 6 Level: Master

Introduction to Business

  • Study year: 2017/2018, 2016/2017, 2015/2016, 2014/2015
  • Code: BAP064
  • ECTS: 5 Level: Bachelor 1, Bachelor 1

Personal Development Trajectory

  • Study year: 2017/2018
  • Code: BM06OCC
  • ECTS: 3 Level: Master

Coaching interdisciplinary teams

  • Study year: 2015/2016, 2014/2015, 2013/2014
  • Code: BKB0032-CIT
  • ECTS: 3

Organisation development and change management

  • Study year: 2014/2015, 2013/2014
  • Code: RSMME043
  • ECTS: 6 Level: Master

Studying Change

  • Study year: 2014/2015, 2013/2014
  • Code: RSM03OCC
  • ECTS: 6 Level: Master

Interim project

  • Study year: 2013/2014
  • Code: BKB0032
  • ECTS: 5 Level: Bachelor 3

Interim Project

  • Study year: 2013/2014
  • Code: BAE05
  • ECTS: 5 Level: Bachelor 3

Introduction to Business

  • Study year: 2013/2014
  • Code: BAP64
  • ECTS: 5 Level: Bachelor 1

Featured in the media

  • Middle managers matter

    Organisational change initiated by middle managers engenders higher employee support than change launched by top management, and particularly when top bosses carry out the change execution, finds a new study co-authored at…

Featured on RSM Discovery

Middle managers, the unsung heroes of organisational change

Change that is initiated and executed by middle management is better supported by employees.