More information

Profile

Marius van Dijke is professor of behavioral ethics at Rotterdam School of Management (RSM), Erasmus University. He currently serves as head of the department of Business-Society Management. His research is concerned with behavioral ethics and leadership of high integrity. Examples of issues he examines in his research include when power stimulates moral and immoral behavior, why people so deeply value social justice, and what the role is of intuitive and controlled processes in moral judgment and behavior. These issues have important implications both for theory and practice, supplying tools that stimulate employees and managers to function both productively and ethically. He has published widely on these topics in Management and Psychology journals, for instance in Organizational Behavior and Human Decision Processes, Journal of Management, Journal of Applied Psychology, Leadership Quarterly, and Journal of Experimental Social Psychology. Marius served as Director of Doctoral Education of the Erasmus Research Institute  of Management from April 2015 until December 2017. 

Publications

  • Academic (75)
    • Giurge, L-M., Dijke, M., Zheng, X., & De Cremer, D. (2021). Does Power Corrupt the Mind? The Influence of Power on Moral Reasoning and Self-Interested Behavior. The Leadership Quarterly, 32. https://doi.org/10.1016/j.leaqua.2019.03.003

    • Zheng, M. X., Schuh, S. C., van Dijke, M., & De Cremer, D. (2021). Procedural justice enactment as an instrument of position protection: The three-way interaction between leaders' power position stability, followers' warmth, and followers' competence. Journal of Organizational Behavior, 42(6), 785-799. https://doi.org/10.1002/job.2493

    • Houwelingen, G., Dijke, M., De Cremer, D., & Van Hiel, A. (2021). Cognitive Foundations of Impartial Punitive Decision Making in Organizations: Attribution and Abstraction. Journal of Organizational Behavior, 42. https://doi.org/10.1002/job.2480

    • Brockner, J., De Cremer, D., Dijke, M., Holz, B., De Schutter, L., & Van Hiel, A. (2021). Factors Affecting Supervisors’ Enactment of Interpersonal Fairness: The Interactive Relationship between Their Managers’ Informational Fairness and Supervisors’ Sense of Power. Journal of Organizational Behavior, 42. https://doi.org/10.1002/job.2466

    • Reinders Folmer, C. P., De Cremer, D., Wubben, M., & van Dijke, M. (2020). We can’t go on together with suspicious minds: Forecasting errors in evaluating the appreciation of denials. Journal of Trust Research, 10(1), 4-22. https://doi.org/10.1080/21515581.2020.1738944

    • Sheppard, L., O'Reilly, J., Dijke, M., Restubog, S., & Aquino, K. (2020). The Stress-Relieving Benefits of Positively-Experienced Social Sexual Behavior in the Workplace. Organizational Behavior and Human Decision Processes, 156, 38-56. https://doi.org/10.1016/j.obhdp.2019.09.002

    • Dijke, M. (2020). Power and leadership. Current Opinion in Psychology, 33, 6-11. https://doi.org/10.1016/j.copsyc.2019.06.012

    • Dijke, M., Quaquebeke, N., & Brockner, J. (2020). In self-defense: Reappraisal buffers the negative impact of low procedural fairness on performance. Journal of Experimental Psychology-Applied, 26, 739-754. https://doi.org/10.1037/xap0000303

    • Zheng, X., & Dijke, M. (2020). Expressing Forgiveness after Interpersonal Mistreatment: Power and Status of Forgivers Influence Transgressors’ Relationship Restoration Efforts. Journal of Organizational Behavior, 41(8), 782-796. https://doi.org/10.1002/job.2432

    • Dijke, M., Gobena, L., & Verboon, P. (2019). Make me want to pay! A three-way interaction between procedural justice, distributive justice, and power on voluntary tax compliance. Frontiers in Psychology, 10, [1632]. https://doi.org/10.3389/fpsyg.2019.01632

    • Dijke, M., Leunissen, JM., Wildschut, T., & Sedikides, C. (2018). Nostalgia Promotes Intrinsic Motivation and Effort in the Presence of Low Interactional Justice. Organizational Behavior and Human Decision Processes, 150, 46-61. https://doi.org/10.1016/j.obhdp.2018.12.003

    • Zheng, X., Yuan, Y., Dijke, M., De Cremer, D., & Van Hiel, A. (2018). The Interactive Effect of a Leader’s Sense of Uniqueness and Sense of Belongingness on Followers’ Perceptions of Leader Authenticity. Journal of Business Ethics, 164, 515-533. https://doi.org/10.1007/s10551-018-4070-4

    • Dijke, M., Houwelingen, G., De Cremer, D., & De Schutter, L. (2018). So gross and yet so far away: Psychological distance moderates the effect of disgust on moral judgment. Social Psychological and Personality Science, 9, 689-701. https://doi.org/10.1177/1948550617722198

    • Houwelingen, G., Dijke, M., & De Cremer, D. (2018). Trust maintenance as a function of construal level and attributions: the case of apologies. European Journal of Social Psychology, 48, 33-46. https://doi.org/10.1002/ejsp.2291

    • Dijke, M., De Cremer, D., Langendijk, G., & Anderson, C. (2018). Ranking low, feeling high: How hierarchical position and experienced power promote prosocial behavior in response to procedural justice. Journal of Applied Psychology, 103(2), 164-181. https://doi.org/10.1037/apl0000260

    • De Cremer, D., Dijke, M., Schminke, M., De Schutter, L., & Stouten, J. (2018). The trickle-down effects of perceived trustworthiness on subordinate performance. Journal of Applied Psychology, 103(12), 1335-1357. https://doi.org/10.1037/apl0000339

    • Zheng, X., Dijke, M., Narayanan, J., & De Cremer, D. (2017). When expressing forgiveness backfires in the workplace: Victim power moderates the effect of expressing forgiveness on transgressor compliance. European Journal of Work and Organizational Psychology, 27(1), 70-87. https://doi.org/10.1080/1359432X.2017.1392940

    • Houwelingen, G., van Dijke, M., & De Cremer, D. (2017). Fairness Enactment as Response to Higher Level Unfairness. The Roles of Self-Construal and Spatial Distance. Journal of Management, 43(2), 319-347. https://doi.org/10.1177/0149206314530166

    • Gobena, L. B., & van Dijke, M. (2017). Fear and caring: Procedural justice, trust, and collective identification as antecedents of voluntary tax compliance. Journal of Economic Psychology, 62(October), 1-16. https://doi.org/10.1016/j.joep.2017.05.005

    • Gobena, L. B., & van Dijke, M. (2016). Power, justice, and trust: A moderated mediation analysis of voluntary tax compliance among Ethiopian small business owners. Journal of Economic Psychology, 52(February), 24-37. https://doi.org/10.1016/j.joep.2015.11.004

    • Zheng, X., van Dijke, M., Leunissen, J. M., Giurge, L-M., & De Cremer, D. (2016). When saying sorry may not help: Transgressor power moderates the effect of an apology on forgiveness in the workplace. Human Relations, 69(6), 1387-1418. https://doi.org/10.1177/0018726715611236

    • Desmet, P., Hoogervorst, N., & van Dijke, M. (2015). Prophets vs. profits: How market competition influences leaders' disciplining behavior towards ethical transgressions. The Leadership Quarterly, 26(6), 1034-1050. https://doi.org/10.1016/j.leaqua.2015.07.004

    • van Dijke, M., Wildschut, T., Leunissen, J. M., & Sedikides, C. (2015). Nostalgia Buffers the Negative Impact of Low Procedural Justice on Cooperation. Organizational Behavior and Human Decision Processes, 127(March), 15-29. https://doi.org/10.1016/j.obhdp.2014.11.005

    • van Gils, S., van Quaquebeke, N., van Knippenberg, D., van Dijke, M., & De Cremer, D. (2015). Ethical leadership and follower organizational deviance: The moderating role of follower moral attentiveness. The Leadership Quarterly, 26, 190-203. https://doi.org/10.1016/j.leaqua.2014.08.005

    • Bianchi, E., Brockner, J., van den Bos, K., Seifert, M., Moon, H., van Dijke, M., & De Cremer, D. (2015). Trust in decision-making authorities dictates the form of the interactive relationship between outcome favorability and procedural fairness. Personality and Social Psychology Bulletin, 41(1), 19-34. https://doi.org/10.1177/0146167214556237

    • Joosten, A., van Dijke, M., Van Hiel, A., & De Cremer, D. (2015). Out of control!? How loss of self-control influences prosocial behavior: the role of power and moral values. PLoS One (online), 10(5), 1-20. https://doi.org/10.1371/journal.pone.0126377

    • Houwelingen, G., van Dijke, M., & De Cremer, D. (2015). Getting it done and getting it right: Leader disciplinary reactions to followers' moral transgressions are determined by leader's construal level mindset. The Leadership Quarterly, 26(5), 878-891. https://doi.org/10.1016/j.leaqua.2015.06.007

    • van Dijke, M., De Cremer, D., Brebels, LGG., & van Quaquebeke, N. (2015). Willing and Able: Action-State Orientation and the relation between Procedural Justice and Employee Cooperation. Journal of Management, 41(7), 1982-2003. https://doi.org/10.1177/0149206313478187

    • Desmet, P., Hoogervorst, N., & van Dijke, M. (2014). Prophets vs. Profits: How Market Competition Influences Leader's Disciplining Behavior. Academy of Management Proceedings, 2014(1), [15818]. https://doi.org/10.5465/AMBPP.2014.119

    • Leunissen, JM., De Cremer, D., van Dijke, M., & Reinders Folmer, C. (2014). Forecasting Errors in the Averseness of an Apology. Social Justice Research, 27(3), 322-339. https://doi.org/10.1007/s11211-014-0216-4

    • Joosten, A., van Dijke, M., Van Hiel, A., & De Cremer, D. (2014). Feel good, do-good!? On consistency and compensation in moral self-regulation. Journal of Business Ethics, 123(1), 71-83. https://doi.org/10.1007/s10551-013-1794-z

    • Joosten, A., van Dijke, M., Van Hiel, A., & De Cremer, D. (2014). Being `in Control' May Make You Lose control: The Role of Self-Regulation in Unethical Leadership Behavior. Journal of Business Ethics, 121(1), 1-14. https://doi.org/10.1007/s10551-013-1686-2

    • Brebels, LGG., De Cremer, D., & van Dijke, M. (2014). Using self-definition to predict the influence of procedural justice on organizational, interpersonal, and task-oriented citizenship behaviors. Journal of Management, 40(3), 731-763. https://doi.org/10.1177/0149206311410605

    • Leunissen, JM., De Cremer, D., Reinders Folmer, C., & van Dijke, M. (2013). The Apology Mismatch: Asymmetries Between Victim's Need for Apologies and Perpetrator's. Journal of Experimental Social Psychology, 49(3), 315-324. https://doi.org/10.1016/j.jesp.2012.12.005

    • Cramwinckel, FM., De Cremer, D., & van Dijke, M. (2013). Dirty hands make dirty leaders?! How the touching of dirty objects leads to higher rewards for unethical followers. Journal of Business Ethics, 115(1), 93-100. https://doi.org/10.1007/s10551-012-1385-4

    • Stouten, J., van Dijke, M., Mayer, D., De Cremer, D., & Euwema, M. (2013). Can a leader be seen as too ethical? The curvilinear effects of ethical leadership. The Leadership Quarterly, 24(5), 680-695. https://doi.org/10.1016/j.leaqua.2013.05.002

    • Hoogervorst, N., De Cremer, D., & van Dijke, M. (2013). When do Leaders Grant Voice? How Leaders' Perceptions of Followers' Control and Belongingness Needs Affect the Enactment of Fair Procedures. Human Relations, 66(7), 973-992. https://doi.org/10.1177/0018726713482150

    • van Dijke, M., De Cremer, D., Mayer, D. M., & van Quaquebeke, N. (2012). When Does Procedural Fairness Promote Organizational Citizenship Behavior?: Integrating Empowering Leadership Types in Relational Justice Models. Organizational Behavior and Human Decision Processes, 117(2), 235-248. https://doi.org/10.1016/j.obhdp.2011.10.006

    • Geenen, B., Proost, K., Schreurs, B., van Dijke, M., Derous, E., De Witte, K., & von Grumbkow, J. (2012). The influence of general beliefs on the formation of justice expectations: The moderating role of direct experiences. Career Development International, 17(1), 67-82. https://doi.org/10.1108/13620431211201337

    • Proost, K., Van Ruysseveldt, J., & van Dijke, M. (2012). Coping with unmet expectations: Learning opportunities as a buffer against emotional exhaustion and turnover intentions. European Journal of Work and Organizational Psychology, 21(1), 7-27. https://doi.org/10.1080/1359432X.2010.526304

    • Hoogervorst, N., De Cremer, D., van Dijke, M., & Mayer, D. M. (2012). When do leaders sacrifice? The effects of sense of power and belongingness on leader self-sacrifice. The Leadership Quarterly, 23(5), 883-896. https://doi.org/10.1016/j.leaqua.2012.05.006

    • Verboon, P., & van Dijke, M. (2012). The effect of perceived deterrence on compliance with authorities: The moderating influence of procedural justice. International Journal of Criminology and Sociology. International Journal of Criminology and Sociology, 1, 151-161. https://doi.org/10.6000/1929-4409.2012.01.15

    • Geenen, B., Proost, K., van Dijke, M., De Witte, K., & von Grumbkow, J. (2012). The role of affect in the relationship between distributive justice expectations and applicants' recommendation and litigation intentions. International Journal of Selection and Assessment, 20(4), 404-413. https://doi.org/10.1111/ijsa.12003

    • Mayer, D. M., Thau, S., Workman, K. S., van Dijke, M., & De Cremer, D. (2012). Leader Mistreatment, Employee Hostility, and Deviant Behaviors: Integrating Self-Uncertainty and Thwarted Needs Perspectives on Deviance. Organizational Behavior and Human Decision Processes, 117(1), 24-40. https://doi.org/10.1016/j.obhdp.2011.07.003

    • Stouten, J., van Dijke, M., & De Cremer, D. (2012). Ethical leadership. An overview and future perspecfives. Journal of Personnel Psychology, 11(1), 1-6. https://doi.org/10.1027/1866-5888/a000059

    • Van Ruysseveldt, J., & van Dijke, M. (2011). When Are workload and workplace learning opportunities related in a curvilinear manner? The moderating role of autonomy. Journal of Vocational Behavior, 79(2), 470-483. https://doi.org/10.1016/j.jvb.2011.03.003

    • Brebels, LGG., De Cremer, D., van Dijke, M., & Van Hiel, A. (2011). Fairness as social responsibility: a moral self-regulation account of procedural justice enactment. British Journal of Management, 22(SI), S47-S58. https://doi.org/10.1111/j.1467-8551.2010.00715.x

    • van Dijke, M., & De Cremer, D. (2011). When social accounts promote acceptance of unfair ultimatum offers: The role of the victim's stress responses to uncertainty and power position. Journal of Economic Psychology, 32(3), 468-479. https://doi.org/10.1016/j.joep.2011.03.014

    • Verboon, P., & van Dijke, M. (2011). When do severe sanctions enhance compliance? The role of procedural fairness. Journal of Economic Psychology, 32(1), 120-130. https://doi.org/10.1016/j.joep.2010.09.007

    • van Dijke, M., De Cremer, D., & Mayer, D. (2010). The role of authority power in explaining procedural fairness effects. Journal of Applied Psychology, 95(3), 488-502. https://doi.org/10.1037/a0018921

    • van Dijke, M., & Verboon, P. (2010). Trust in authorities as a boundary condition to procedural fairness effects on tax compliance. Journal of Economic Psychology, 31(1), 80-91. https://doi.org/10.1016/j.joep.2009.10.005

    • van Dijke, M., & De Cremer, D. (2010). Procedural fairness and endorsement of prototypical leaders: Leader benevolence or follower control? Journal of Experimental Social Psychology, 46(1), 85-96. https://doi.org/10.1016/j.jesp.2009.10.004

    • De Cremer, D., Brockner, J., Fishman, A., van Dijke, M., van Olffen, W., & Mayer, DM. (2010). When do procedural fairness and outcome fairness interact to influence employees' work attitudes and behaviors? The moderation effect of uncertainty. Journal of Applied Psychology, 95(2), 291-304. https://doi.org/10.1037/a0017866

    • De Cremer, D., Tenbrunsel, A., & van Dijke, M. (2010). Regulating Ethical Failures: Insights from Psychology. Journal of Business Ethics, 95(supplement 1), 1-6. https://doi.org/10.1007/s10551-011-0789-x

    • De Cremer, D., van Dijke, M., & Mayer, D. M. (2010). Cooperating when "you" and "I" are treated fairly: The moderating role of leader prototypicality. Journal of Applied Psychology, 95(6), 1121-1133. https://doi.org/10.1037/a0020419

    • Hoogervoorst, N., De Cremer, D., & van Dijke, M. (2010). Why Leaders Not Always Disapprove of Unethical Follower Behavior: It depends on the leader's self-interest and accountability. Journal of Business Ethics, 95(supplement 1), 29-41. https://doi.org/10.1007/s10551-011-0793-1

    • van Dijke, M., De Cremer, D., Schefferlie, P., & Bos, AER. (2009). Procedural and interpersonal fairness moderate the relationship between outcome fairness and acceptance of merit pay. European Journal of Work and Organizational Psychology, 18(1), 8-28. https://doi.org/10.1080/13594320701856699

    • Langendijk, G., van Dijke, M., & De Cremer, D. (2009). How power and trust explain procedural fairness effects on self-esteem. Netherlands Journal of Psychology, 65, 118-126. https://doi.org/10.1007/BF03080134

    • De Cremer, D., Mayer, D. M., van Dijke, M., Schouten, B. C., & Bardes, M. (2009). When does self-sacrificial leadership motivate prosocial behavior? It depends on followers¿ prevention focus. Journal of Applied Psychology, 94(4), 887-899. https://doi.org/10.1037/a0014782

    • De Cremer, D., & van Dijke, M. (2009). On the psychology of justice as a social regulation tool. Netherlands Journal of Psychology, 65(4), 114-117. https://doi.org/10.1007/BF03080133

    • Van Prooijen, J. W., De Cremer, D., Van Beest, I., Stahl, T., van Dijke, M., & Van Lange, P. (2008). The egocentric nature of procedural justice: Social value orientation as moderator of reactions to decision-making procedures. Journal of Experimental Social Psychology, 44(5), 1303-1315. https://doi.org/10.1016/j.jesp.2008.05.006

    • van Dijke, M., & De Cremer, D. (2008). How leader prototypicality influences followers’ status: The role of procedural fairness. European Journal of Work and Organizational Psychology, 17(2), 226-250. https://doi.org/10.1080/13594320701743491

    • De Cremer, D., van Dijke, M., Brebels, LGG., & Hoogervorst, N. (2008). How intergroup dynamics influence within-group cooperation: The case of prototypical leadership and procedural fairness. Psychologica Belgica, 48, 157-175. https://doi.org/10.5334/pb-48-2-3-157

    • Bolman, C., Lechner, L., & van Dijke, M. (2007). Question order in the assessment of misperception of physical activity. International Journal of Behavioral Nutrition and Physical Activity, 4, 42. https://doi.org/10.1186/1479-5868-4-42

    • De Cremer, D., van Dijke, M., & Bos, AER. (2007). When leaders are seen as transformational: The effects of organizational justice. Journal of Applied Social Psychology, 37(8), 1797-1816. https://doi.org/10.1111/j.1559-1816.2007.00238.x

    • van Dijke, M., & Poppe, M. (2007). Motivations underlying power dynamics in hierarchically structured groups. Small Group Research, 38, 643-669. https://doi.org/10.1177/1046496407304339

    • Verboon, P., & van Dijke, M. (2007). A self-interest analysis of tax compliance: How distributive justice moderates the effect of outcome favorability. Journal of Economic Psychology, 28, 704-727. https://doi.org/10.1016/j.joep.2007.09.004

    • De Cremer, D., van Knippenberg, D., van Dijke, M., & Bos, AER. (2006). Self-sacrificial leadership and follower self-esteem: When collective identification matters. Group Dynamics: Theory, Research and Practice, 10, 233-245. https://doi.org/10.1037/1089-2699.10.3.233

    • Lechner, L., Bolman, C., & van Dijke, M. (2006). Factors related to misperception of physical activity in the Netherlands and implications for health promotion programs. Health Promotion International, 21, 104-112. https://doi.org/10.1093/heapro/dal011

    • van Dijke, M., & Poppe, M. (2006). Striving for personal power as a basis for social power dynamics. European Journal of Social Psychology, 36, 537-556. https://doi.org/10.1002/ejsp.351

    • De Cremer, D., van Dijke, M., & Bos, A. (2006). Leader's procedural justice affecting identification and trust. Leadership and Organization Development Journal, 27, 554-565. https://doi.org/10.1108/01437730610692416

    • De Cremer, D., van Dijke, M., & Bos, AER. (2004). Distributive justice moderating the effects of self-sacrificial leadership. Leadership and Organization Development Journal, 25(5), 466-475. https://doi.org/10.1108/01437730410544773

    • De Cremer, D., van Knippenberg, D., van Dijke, M., & Bos, A. (2004). How Self-Relevant is Fair Treatment? Social Self-Esteem Moderates Interactional Justice Effects. Social Justice Research, 17, 407-419. https://doi.org/10.1007/s11211-004-2059-x

    • van Dijke, M., & Poppe, M. (2004). Social comparison of power: Interpersonal versus intergroup effects. Group Dynamics: Theory, Research and Practice, 8, 13-26. https://doi.org/10.1037/1089-2699.8.1.13

    • van Dijke, M., & Poppe, M. (2003). Preferred changes in power differences: Effects of social comparison in equal and unequal power relations. Journal of Experimental Social Psychology, 39, 149-160. https://doi.org/10.1016/S0022-1031(02)00524-3

  • Professional (10)
    • Dijke, M. (2021). The world after COVID-19: how we can do business better. RSM Discovery - Management Knowledge, 39. http://hdl.handle.net/1765/133348

    • Dijke, M. (2021). Justice enactment: why some managers treat employees fairly while others don’t. RSM Discovery - Management Knowledge, 39. http://hdl.handle.net/1765/133347

    • Dijke, M. (2020). Employee motivation in times of organisational hardship. RSM Discovery - Management Knowledge, 38, 22-24.

    • Dijke, M. (2018). The influence of power on prosocial behaviour. RSM Discovery - Management Knowledge, 33(1), 5-7. http://hdl.handle.net/1765/105615

    • van Dijke, M., Giessner, S., van Tulder, R., & Gilbert, R. (2014). What value ethical leadership? RSM Discovery - Management Knowledge, 18(2), 8-11. http://hdl.handle.net/1765/77104

    • De Cremer, D., Houwelingen, G., Cornelis, I., Hoogervorst, N., Brebels, LGG., van Dijke, M., & Van Hiel, A. (2014). Are leaders fair? On the need to understand fairness management in organizations. European Business Review, July-Augus, 6-8.

    • van Dijke, M. (2013). A broader perspective: Harmonizing leadership activities. RSM Insight, 13(1), 16-17. http://hdl.handle.net/1765/40122

    • Van Ruysseveldt, J. V. R., & van Dijke, M. (2012). Wanneer bevordert en wanneer hindert werkdruk het werkplek leren? Gedrag en Organisatie, 25, 28-44. http://hdl.handle.net/1765/38042

    • De Cremer, D., Leunissen, JM., Reinders Folmer, C., & van Dijke, M. (2012). Sorry limited. Business Strategy Review, 23(3), 76-77. https://doi.org/10.1111/j.1467-8616.2012.00882.x

    • Zamani, K., & van Dijke, M. (2007). Virtueel Laboratorium: Onderzoeken op afstand. De Psycholoog, 42, 379-380.

  • Academic (1)
    • Syroit, J., Derous, E., Hommes, M., Lodewijckx, H., van Dijke, M., & Poelmans, P. (2002). Interventies in groepen: conflicthantering en mediation. Open Universiteit Nederland.

  • Professional (1)
    • van Dijke, M., Syroit, J., & Van Ruysseveldt, J. (2009). Strategisch selecteren. Noordhoff Publishers.

  • Academic (4)
    • Manjunath, P., & Dijke, M. (2019). Trickle-down effects of unethical behavior: The role of meaning making. In D. Wasieleski, & J. Weber (Eds.), BAS 360 series on Business Ethics Emerald. https://doi.org/10.1108/S2514-175920190000003004

    • Dijke, M., van Houwelingen, G., Hoogervorst, N., & Versteegt, L. (2018). Reflection and action: A study on moral learning consultation within Dutch prison authorities. In M. Kowalski (Ed.), Ethics of counterterrorism Boom.

    • van Dijke, M., & De Cremer, D. (2014). Justice in the work setting. In C. Sabbagh, & M. Schmitt (Eds.), Handbook of Social Justice Theory and Research Springer.

    • De Cremer, D., & van Dijke, M. (2009). Acting fairly to be the boss: Procedural justice as a tool to affirm power relationships with subordinates. In D. Tjosvold, & B. M. van Knippenberg-Wisse (Eds.), Power and interdependence in organizations (pp. 118-132). Cambridge University Press.

  • Professional (4)
    • van Dijke, M., Syroit, J., & Van Ruysseveldt, J. (2009). Trends in selectie. In M. van Dijke, J. Syroit, & J. Van Ruysseveldt (Eds.), Strategisch Selecteren (pp. 263-276). Noordhoff Publishers.

    • van Dijke, M., & Proost, K. (2009). Voorselectie. In M. van Dijke, J. Syroit, & J. Van Ruysseveldt (Eds.), Strategisch selecteren (pp. 149-160). Noordhoff Publishers.

    • Proost, K., & van Dijke, M. (2009). Werving van personeel. In M. H. van Dijke, J. Syroit, & J. Van Ruysseveldt (Eds.), Strategisch Selecteren Noordhoff Publishers.

    • Könings, K., & van Dijke, M. (2009). Predictoren en criteria. In M. van Dijke, J. Syroit, & J. Van Ruysseveldt (Eds.), Strategisch Selecteren (pp. 59-78). Noordhoff Publishers.

  • External (1)
    • van Dijke, M. (2002). Understanding power dynamics. Effects of social comparison on tendencies to change power and power differences. UvT.

  • Popular (1)
    • van Dijke, M. (2014). Understanding immoral conduct in business settings. A behavioural ethics approach. Erasmus Research Institute of Management (ERIM). ERIM inaugurele reeks http://hdl.handle.net/1765/77239

  • Professional (1)
    • Houwelingen, G., Hoogervorst, N., & van Dijke, M. (2015). Reflectie en actie. Een onderzoek naar moreel leeroverleg binnen Dienst Justitiële Instellingen (DJI). [Reflection and action. A study on moral learning consultation within DJI]. Wetenschappelijk Onderzoek- en Documentatiecentrum (WODC).

  • Professional (3)
    • Desmet, P. (Author), Hoogervorst, N. (Author), & van Dijke, M. (Author). (2015). Profits Vs Principles: Market Competition and Moral Transgression.. Web publication/site, Ideas for Leaders. https://doi.org/10.13007/380

    • Hoogervorst, N. (Author), De Cremer, D. (Author), & van Dijke, M. (Author). (2014). How Employees Win ‘Voice’ and Influence Decisions. Web publication/site, Ideas for Leaders.

    • Stouten, J. (Author), van Dijke, M. (Author), Mayer, D. (Author), De Cremer, D. (Author), & Euwema, M. (Author). (2014). Can a Leader Be Too Ethical?. Web publication/site, Ideas for Leaders.

Courses

Open Science & Scientific Integrity

  • Study year: 2021/2022, 2020/2021
  • Code: BERMSKL022
  • Level: Master, PhD

Philosophy of Science

  • Study year: 2021/2022, 2020/2021
  • Code: BK1207
  • Level: Bachelor 1

Leiderschap, Management en Bestuur

  • Study year: 2021/2022, 2020/2021, 2019/2020, 2018/2019, 2017/2018
  • Code: BMA2109
  • ECTS: 5

LMB1, Leiderschap, management & bestuur

  • Study year: 2021/2022, 2020/2021, 2019/2020, 2018/2019
  • Code: BMA3078
  • ECTS: 6

LMB2, Majorgebonden methodologie Seminar

  • Study year: 2021/2022, 2020/2021, 2019/2020, 2018/2019
  • Code: BMA3079
  • ECTS: 2

Past courses

Leadership, Sustainability & Governance

  • Study year: 2020/2021, 2019/2020, 2018/2019, 2017/2018
  • Code: BAB29
  • Level: Bachelor 2, Bachelor 2, Pre-master

Leadership, sustainability & governance

  • Study year: 2020/2021, 2019/2020, 2018/2019, 2017/2018
  • Code: BKB3029
  • Level: Bachelor 2, Pre-master

Philosophy of Science

  • Study year: 2019/2020
  • Code: BK1107
  • Level: Bachelor 1

Scientific Integrity

  • Study year: 2019/2020, 2018/2019, 2017/2018, 2016/2017, 2015/2016
  • Code: BERMSKL009
  • ECTS: 1 Level: Master

Publishing Strategy

  • Study year: 2018/2019, 2017/2018, 2016/2017
  • Code: BERMSKL010
  • ECTS: 1 Level: Master

Sustainability and Behavorial Ethics

  • Study year: 2018/2019, 2017/2018, 2016/2017, 2015/2016
  • Code: BM03GBS
  • ECTS: 5 Level: Master

Leadership, Sustainability & Governance

  • Study year: 2017/2018, 2016/2017, 2015/2016, 2014/2015, 2013/2014
  • Code: BAB27
  • ECTS: 5 Level: Bachelor 2, Bachelor 2, Pre-master

Leadership, sustainability & governance

  • Study year: 2017/2018, 2016/2017, 2015/2016, 2014/2015, 2013/2014
  • Code: BKB2029
  • ECTS: 5 Level: Bachelor 2, Pre-master

Thesis Proposal Writing

  • Study year: 2017/2018, 2016/2017, 2015/2016
  • Code: BERMTP001
  • ECTS: 5 Level: Master

Corporate integrity

  • Study year: 2014/2015, 2013/2014
  • Code: RSM04GBS
  • ECTS: 5 Level: Master

ERIM Research Clinic Organising for Performance

  • Study year: 2014/2015, 2013/2014
  • Code: BERMRC002
  • ECTS: 4 Level: Master

Research Seminars

  • Study year: 2013/2014
  • Code: BERMSMR001
  • ECTS: 2 Level: Master

The psychology of good and evil

  • Study year: 2013/2014, 2012/2013
  • Code: BKBMIN025
  • ECTS: 15 Level: Bachelor 3, Bachelor 3

Corporate governance and integrity

  • Study year: 2012/2013
  • Code: BKM13GBS
  • ECTS: 5 Level: Master

Leadership, Sustainability & Governance

  • Study year: 2012/2013
  • Code: BAB22
  • ECTS: 5 Level: Bachelor 1, Bachelor 2

Leadership, sustainability & governance

  • Study year: 2012/2013
  • Code: BKB1029
  • ECTS: 5 Level: Bachelor 2

Featured in the media

  • Hoe wordt extra inzet van de medewerker beïnvloed door macht?

    The Journal of Applied Psychology published an article by Marius van Dijke, Endowed Professor in Behavioral Ethics at RSM, about the influence of power on 'pro-social behaviour', or the extent to which employees do more than what…

  • Nieuw executive-programma leert ethisch leiderschap in business

    RSM's new Executive Programme, 'Ethical Leadership in Business', has been designed to help organisations willing to advance the ethical DNA of their leaders and build and maintain a profoundly ethical culture. RSM Professor Marius…

  • New executive programme teaches ethical leadership in business

    RSM's new executive programme, 'Ethical Leadership in Business' was created to help organisations willing to advance the ethical DNA of their leaders and build and maintain a profoundly ethical culture. This is especially…

  • Klopt dit wel: leidt slecht slapen tot rotgedrag op het werk?

    Steal from the boss, bully peers, arrive too late to the job - all can be caused by sleep deprivation, according to the Rotterdam Professor Marius van Dijke. A new study conducted by Laura Giurge shows that even one bad night…

  • How Leaders Can Gain Trust When They Say Sorry

    Business leaders at all levels are nowadays expected to engage, to understand, to motivate. And not to act as if they were running a Victorian factory or a penal colony.

  • Doodsbang voor de baas

    One in nine workers in the Netherlands have a leadership that behaves unseemly, which according to Marius van Dijke, occurs when somebody exhibits unethical behaviour. The best remedy is to counteract. "It is often better to show…

  • U komt niet weg met alleen maar 'sorry'

    Research conducted by a team of scientists, including Marius van Dijk, found that victims find it difficult to forgive culprits if these have more power than them, as they do not believe in the good intentions surrounding the…

  • Een simpel 'sorry' is niet voldoende

    Research conducted by a team of scientists, including Marius van Dijk, found that victims find it difficult to forgive culprits if these have more power than them, as they do not believe in the good intentions surrounding the…

  • Een manager moet meer doen dan ‘sorry’ zeggen

    Research conducted by a team of scientists, including Marius van Dijk, found that victims find it difficult to forgive culprits if these have more power than them, as they do not believe in the good intentions surrounding the…

  • Sorry is lastig als de baas het zegt

    Research conducted by a team of scientists, including Marius van Dijk, found that victims find it difficult to forgive culprits if these have more power than them, as they do not believe in the good intentions surrounding the…

  • Sorry, maar je komt niet altijd weg met een sorry

    Research conducted by a team of scientists, including Marius van Dijk, found that victims find it difficult to forgive culprits if these have more power than them, as they do not believe in the good intentions surrounding the…

  • BNR Nieuwsradio

    During this radio fragment the research conducted by a team of scientists, including Marius van Dijk and Laura Giurge was discussed. It found that victims find it difficult to forgive culprits if these have more power than them,…

  • Hoge functie? Dan is ‘sorry’ lastig

    Research conducted by a team of scientists, including Marius van Dijk, found that victims find it difficult to forgive culprits if these have more power than them, as they do not believe in the good intentions surrounding the…

  • Wel of geen sorry zeggen op je werk?

    During this radio fragment the research conducted by a team of scientists, including Marius van Dijk and Laura Giurge was discussed. It found that victims find it difficult to forgive culprits if these have more power than them,…

  • Je baas zegt ‘sorry’. En dan?

    Research conducted by a team of scientists, including Marius van Dijk and Laura Giurge, found that victims find it difficult to forgive culprits if these have more power than them, as they do not believe in the good intentions…

  • Belasting betalen in Ethiopië: een kwestie van vertrouwen

    Lemessa Gobena and Marius van Dijke have researched the tax climate in Ethiopia. In an interview with Lemessa Gobena, the way governments use their power appears important for tax payments, but also that the citizens' trust in…

  • Denk mee met je werkgever, ook bij gewetensbezwaren

    Employees are confronted with dilemmas on a daily basis, yet little research has been done on the matter, according to Marius van Dijke. However, some researchers have studied the matter from the perspective and focusing on…

Featured on RSM Discovery

Discovery 39 - The world after COVID-19: how we can do business better

Digital research magazine explores how we can organise society and business better after Covid-19

RSM Discovery magazine 38 – out now!

Issue 38: under the editorship of the Erasmus Centre for Leadership is devoted to exploring just some of the many facets of leadership.

The influence of power on prosocial behaviour

Fair leadership behaviour and decisions promotes prosocial behavior of employees.

Why people find it hard to forgive leaders who say ‘sorry’

Sometimes saying 'sorry' is ineffictive. Duped employees are less likely to forgive when a violator with higher power apologises.

Marius van Dijke: Your cocoon dictates what's good or bad

How do bankers accept their bonuses without feeling they have done something completely unethical? It can be traced back to one simple word, says RSM’s professor of behavioural ethics.

RSM Discovery Debate: Ethical Leadership

Is it possible to be an ethical leader in today’s shareholder-focused economy?