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- Volume 18, Issue 2, 2005
Gedrag & Organisatie - Volume 18, Issue 2, 2005
Volume 18, Issue 2, 2005
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Innovatief werkgedrag en stress als reacties op roloverlading en rolambiguïteit
Authors: Simon B. de Jong & Onne JanssenInnovative working behavior and stress as a response to role overload and role ambiguityInnovative working behavior and stress as a response to role overload and role ambiguity
Simon B. de Jong & Onne Janssen, Gedrag & Organisatie, Volume 18, April 2005, nr. 2, pp. 66-82
This research develops and tests the hypothesis that role ambiguity strengthens the positive relationship between role overload and innovative work behavior, whereas role clarity (i.e. less role ambiguity) weakens this relationship. Furthermore, it is presumed that role overload is positively related to stress regardless of the level of role ambiguity. The results of a survey study, involving 101 employees of a Dutch healthcare insurance company, showed that role overload was indeed positively related with innovative work behavior when employees experience a high level of role ambiguity, whereas this relationship did not occur when employees experienced the role clarity. In addition, role ambiguity did not appear to have a moderating influence on the positive relationship between role overload and stress. The results are discussed in the context of the Job Demand-Control-model and recent findings in literature on innovation.
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Reflexiviteit van teams: ontwikkeling van een instrument
Authors: Michaéla C. Schippers, Deanne N. Den Hartog & Paul L. KoopmanTeam reflexivity: developing an instrumentTeam reflexivity: developing an instrument
Michaéla C. Schippers, Deanne N. Den Hartog & Paul L. Koopman, Gedrag & Organsiatie, Volume 18, April 2005, nr. 2, pp. 83-102
Reflexivity – the extent to which teams reflect upon and modify their functioning - has been identified as an important factor in the effectiveness of work teams. In this article the results of a study among fifty-nine teams from fourteen different organizations are described. The aim was to develop a questionnaire to measure (aspects of) reflexivity. Confirmative factor analyses identified two factors of reflection: Evaluation/learning and discussing processes. Positive relationships between reflexivity and two measures of team performance were found. The implications and possible areas of future research are discussed.
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Transformationeel leiderschap en carrière maken: sekseverschillen in consequenties van effectief leiderschap
Authors: Marloes L. van Engen & Claartje J. VinkenburgTransformational leadership and career making: sex differences in consequences of effective leadershipTransformational leadership and career making: sex differences in consequences of effective leadership
Marloes L. van Engen & Claartje J. Vinkenburg, Gedrag & Organisatie, Volume 18, April 2005, nr. 2, pp. 103-121
Despite indications that women, when compared to men, make more use of the effective leadership styles (i.e. transformational leadership) and less use of ineffective leadership styles (transactional and laissez-faire leadership), women in top level leadership positions remain scarce. In this study the relationship between leadership styles and career making is examined. Respondents indicated the degree to which leadership behaviors, measured by 36 items of the Multifactor Leadership Questionnaire, were likely to lead to the promotion of male and female managers to middle, higher and top management positions. The results show that transformational leadership, especially 'inspirational motivation', contributes to a larger extent to getting promoted than transactional and laissez-faire leadership. 'Individualized consideration' was found to be more important for the promotion of female managers than for the promotion of male managers. Meanwhile, 'individualized consideration' and 'contingent reward' were seen as particularly important for promotions to middle and higher management levels, and less so for promotions to top management levels. Thus, female managers may be confronted with the paradox that the style that is seen as most suitable for them is not the style that helps them to get promoted to the top level of organizations.
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Participatief leidinggeven aan organisatieverandering; een onderzoek rond de implementatie van Customer Relationship Management
Authors: Jelle T. Bouma & Ben J.M. EmansParticipative change management: a case study of the implementation of Customer Relationship ManagementParticipative change management: a case study of the implementation of Customer Relationship Management
Jelle T. Bouma & Ben J.M. Emans, Gedrag & Organisatie, Volume 18, April 2005, nr. 2, pp. 122-138
Participative change management is supposed to enhance employees' acceptance of intended changes and thus to contribute to their successful implementation. In a more refined view, it is hypothesized that additional mediating factors play a role in the relationship between participative leadership and successful organizational change. Among them are positive (success enhancing) factors, such as employees' understanding of the goal of intended changes and the fit of organizational change with local conditions on the one hand, and negative (success reducing) factors, such as stress and conflict, on the other. This view has been tested in a survey among 118 insurance employees, involved in a change process concerning the implementation of Customer Relationship Management (CRM). Results indicate an overall positive influence of participation. However, the hypothesized negative consequences did not occur. A possible explanation could be that the level of participation in the organization under study was rather low, that is, not surpassing the level of 'being informed', whereas negative participation effects may result only at high levels of participation ('being consulted' levels and higher).
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Volumes & issues
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Volume 37 (2024)
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Volume 36 (2023)
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Volume 35 (2022)
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Volume 34 (2021)
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Volume 33 (2020)
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Volume 32 (2019)
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Volume 31 (2018)
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Volume 30 (2017)
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Volume 29 (2016)
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Volume 28 (2015)
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Volume 27 (2014)
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Volume 26 (2013)
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Volume 25 (2012)
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Volume 24 (2011)
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Volume 23 (2010)
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Volume 22 (2009)
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Volume 21 (2008)
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Volume 20 (2007)
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Volume 19 (2006)
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Volume 18 (2005)
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Volume 17 (2004)
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