Gedrag & Organisatie - Volume 18, Issue 2, 2005

Innovative working behavior and stress as a response to role overload and role ambiguity Innovative 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 b Read More

Team reflexivity: developing an instrument Team 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 fif Read More

Transformational leadership and career making: sex differences in consequences of effective leadership Transformational 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 Read More

Participative change management: a case study of the implementation of Customer Relationship Management Participative 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 thu Read More