http://repub.eur.nl/res/concept/jel-M12/ Recent publications classified by JEL Code M12 en http://repub.eur.nl/static-eur/img/logo.png http://repub.eur.nl http://repub.eur.nl/res/pub/37957/ 2012-11-28T00:00:00Z Despite the obvious task interdependence between groups within the organization, strategic consensus between groups has received very little attention. Grounded in social identity theory, this field study examines the relationship between groups’ identifications and strategic consensus between groups. Data from 3828 dyads of organizational groups support the predictions that in a dyad the group with the strongest group identification is the limiting factor for the degree of between-group consensus. For organizational identification, in contrast, the group with the weakest organizational identification in a dyad is the determining factor for the degree of consensus between the groups. Additionally, dyads with higher average intergroup anxiety have lower between-group consensus. We discuss how these findings speak to the promise of a social identity perspective on between-group strategic consensus. Porck, J.P. Knippenberg, D.L. van Tarakci, M. Ates, N.Y. Groenen, P.J.F. Haas, M. de http://repub.eur.nl/res/pub/30573/ 2011-11-21T00:00:00Z How steep should a hierarchy be, or should there be a hierarchical stratification at all? Research on power, divided between two main research streams (i.e., functionalist and conflict theories of power), reports discrepant answers to this question. This paper suggests that the choice between groups with low, high, and moderate power disparity depends on whether power assignment is based on competency or not. Problem complexity, group size, and size of the difference between high and low power are also proposed as moderators in comparing different power models. The present paper extends earlier work by conceptualizing power simultaneously as a relational capacity, behaviors emanating from this capacity, and exercise of power in the form of influence. Additionally, it goes beyond the formal organizational design perspective where power is confined to formal and stable hierarchies, and allows for informal power structures and evolutionary dynamics. Tarakci, M. Groenen, P.J.F. http://repub.eur.nl/res/pub/22246/ 2011-06-01T00:00:00Z In the present study, the construct validity of a revised edition of the Belbin Team Roles measure is tested. This edition consists of three parts to determine someone's team roles. The sample included 1434 persons who were asked to fill out the self-perception inventory and the self-perception assessment sheet, and the Observer Assessment Sheet was filled out by at least four observers. The interrater agreement of the Observer Assessment Sheet was satisfactory across all team roles. As for the construct validity, which was studied in a multitrait-multimethod design using structural equation modelling, the results revealed that the discriminant and convergent validity for the instrument as a whole is good; a small effect could be contributed to method variance. Dierendonck, D. van Groen, R. http://repub.eur.nl/res/pub/23298/ 2011-05-13T00:00:00Z In this dissertation I test three new approaches to extend the ‘classical’ model of workplace diversity. The ‘classical’ model of workplace diversity assumes that diversity affects work outcomes via the mediating effects of social networks. I hypothesize that this model fruitfully can be extended by 1) considering that diversity forms a context in which employees act, 2) testing alternative predictors of network formation and employee behavior (i.e., employee voice), and 3) integrating diversity and social network perspectives in a contingency model. Three empirical studies support these hypotheses. In the first study, I show that the association between leadership and employee voice is stronger for nationality dissimilar employees. The second study finds that employee voice affects the strength of friendship relations but that this effect is contingent on employees’ past position in the social network. Finally, the third study demonstrates that group performance is maximized at moderate levels of task network centralization but lowest at high and low levels of centralization but that this relation is moderated by nationality diversity. Nationality diverse teams required more centralization to achieve high performance than homogeneous teams. Finally, I discuss the implications of these findings for research on diversity and social networks. Tröster, C. http://repub.eur.nl/res/pub/23250/ 2011-05-06T00:00:00Z Theories of bureaucracy in organization studies constitute a perspective in which formal or written rules are seen as fundamental to the understanding of organization. It is argued, for example, that formal rules facilitate organizational decision-making, establish the basis for coordination and control, and help to increase an organization’s legitimacy within the broader institutional environment. Like other elements of organizations, rules also change over time with potential consequences for decision-making, coordination, and legitimacy. This dissertation takes up questions about the causes of continuity and change of formal organizational rules, as well as of bureaucratic organizational forms more broadly. The first conceptual essay (Chapter 2) starts with the observation that bureaucracy is a remarkably persistent organizational form and suggests that the reproduction or transformation of this form and its prevalence in various organizational fields depends on the agency and interaction of different expert groups. In Chapter 3, we present a conceptual account of the dynamic process of codification and enforcement of formal rules and its influence on the preservation and retrieval of organizational memory via these rules. In Chapter 4, we offer a conceptual account of how the process of using existing formal rules to deal with new organizational problems can ultimately lead to change in such rules. Finally, Chapter 5 reports the results of a longitudinal empirical study of rule changes in UNESCO’s World Heritage Program. We find that that rule makers’ cultural heterogeneity tends to delay rule changes, while rule makers’ normative power tends to accelerate them. Osadchiy, S.E. http://repub.eur.nl/res/pub/22745/ 2011-03-17T00:00:00Z This dissertation proposes a configurational approach to the study of inter-firm relations facilitating management innovation. Previous research conceptualizes management innovation as either the outcome of determinants of individual firms or a complex process of conjunctural factors between firms. In contrast, this thesis attempts to reconcile the two camps by examining the conditions under which the management innovation process within inter-firm relations takes place. The empirical analysis employs data from 56 firm partnerships in China’s biopharmaceutical industry collected during field research in 2008. The population of firms in China’s biopharmaceutical industry is young, highly diverse and strongly relies on ties to other organizations. Operating under volatile conditions requires constant development of new managerial instruments. Methodologically, this dissertation employs a technique new in the study of management innovation. Fuzzy Set Qualitative Comparative Analysis has been chosen for its ability to properly translate complex theories into models and its suitability for configurational analyses. The results identify four configurations of inter-firm relations differing in their combinations of relational, structural and environmental conditions. Each is equally effective in facilitating management innovation yet employs internal and external knowledge differently to develop and implement new management instruments. The results provide a simple and well arranged decision-making tool for drafting intelligible managerial strategies and indicate that firms in China’s biopharmaceutical industry swiftly develop and introduce management instruments which soon may serve as templates for the global biopharmaceutical industry as a whole. Meuer, J. http://repub.eur.nl/res/pub/22724/ 2011-03-04T00:00:00Z In line with romantic views on leadership, leaders are traditionally held responsible for any kind of ethical misconduct in organizations. Through explicating the influence of followers on their leaders' (unethical) decision-making, we aim to add some nuances to this view with the present chapter. To begin with, we suggest that people generally regard leadership as ethical when the leader takes the collective into account, while only focusing on own gains is largely regarded as unethical. We then posit that the degree to which leaders' decisions are directed towards the one versus the other outcome depends on the leaders’ level of self-construal, that is, the way how they see themselves in relation to others. Looking at leader's ethical decision making through this lens suggests that it is open to external influence, in that leaders’ self-construal is susceptible to external cues. In particular, followers form an important part of such external cues for a leader's level of self-construal. We thus suggest various mechanisms via which followers indirectly influence their leaders' ethical decision making. In sum, we put forward a model in which we show how leaders and followers reciprocally affect their level of self-construal and thus ultimately the degree to which ethical leadership is enacted. Gils, S. van Quaquebeke, N. van Knippenberg, D.L. van http://repub.eur.nl/res/pub/22721/ 2011-02-01T00:00:00Z To describe leadership as ethical is largely a perceptional phenomenon informed by beliefs about what is normatively appropriate. Yet there is a remarkable scarcity in the leadership literature regarding how to define what is “normatively appropriate”. To shed light on this issue, we draw upon Relational Models Theory (Fiske: 1992, Psychological Review, 99, 689-723), which differentiates between four types of relationships: communal sharing, authority ranking, equality matching, and market pricing. We describe how each of these relationship models dictates a distinct set of normatively appropriate behaviors. We argue that perceptions of unethical leadership behavior result from one of three situations: a) a mismatch between leader’s and follower’s relational models, b) a different understanding about the behavioral expression, or preos, of the same relational model, or c) a violation of a previously agreed upon relational model. Further, we argue that the type of relational model mismatch impacts the perceived severity of a transgression. Finally, we discuss the implications of our model with regard to understanding, managing, and regulating ethical leadership failures. Giessner, S.R. Quaquebeke, N. van http://repub.eur.nl/res/pub/22615/ 2010-12-31T00:00:00Z Many accounting studies have investigated the effects of differences in evaluative style on subordinate managers’ attitudes and performance. These studies have usually based the distinction of different evaluative styles on the extent to which a superior uses and relies on accounting performance measures when evaluating subordinate managers’ performance. The literature on this concept of evaluative style has become known as RAPM (reliance on accounting performance measures). Recently, this literature has been subject to severe criticism. This paper argues that to gain relevance for the accounting and management community, future research on evaluative style needs to (1) incorporate the development in management accounting and control towards a broad array of information, (2) recognize the importance of organizational context and control system design for understanding evaluative style effectiveness, and (3) consider characteristics of the superior-subordinate relationship. The relevance of these three issues is empirically illustrated with interview data from a pilot study. Overall, these three avenues for future research provide a valuable approach to increase our understanding of evaluative style effectiveness in contemporary organisations. Noeverman, J. Koene, B.A.S. http://repub.eur.nl/res/pub/22616/ 2010-12-31T00:00:00Z This paper investigates the role of feedback quality and voice in performance evaluation. A model is developed and tested in which feedback quality and voice enhance procedural fairness perceptions (procedure effects), and procedural fairness perceptions in turn lead to different positive reactions (fair process effects). Voice is distinguished in instrumental and non-instrumental voice. The findings based on questionnaire data from 60 early career accountants show that the two components of voice and feedback quality are uniquely associated with procedural fairness perceptions, and through procedural fairness with distributive justice, trust in superior, and satisfaction with the appraisal review. Beyond these fairness effects, feedback quality is directly associated with satisfaction with the appraisal review and distributive justice, while instrumental and non-instrumental voice are directly associated with interpersonal trust in supervisor. Thus, feedback quality is mainly associated with outcome-based effects, while voice primarily enhances relational effects. These findings show that feedback quality and voice serve important but different roles in performance evaluation and help promote positive attitudes and behaviour of employees beyond fair process effects. Noeverman, J. http://repub.eur.nl/res/pub/22558/ 2010-09-01T00:00:00Z Leader empowering behaviour is an important criterion for leadership effectiveness. However, virtually no research has studied the antecedents of leader empowering behaviour. Therefore, to further our understanding of leadership effectiveness, we need to understand what motivates leaders to behave in certain ways. In two studies, we show how leaders' trust in follower performance and integrity influences leader empowering behaviour, and how this effect is moderated by leader conscientiousness. Study 1 showed that leader empowering behaviour depends not only on the trust leaders have in follower performance and integrity but also on the conscientiousness level of the leader. Study 2 replicated and extended these findings within a different experimental paradigm. We discuss how these findings set the stage for the development of a more comprehensive understanding of the drivers of this important aspect of leadership. Hakimi, N.A. Knippenberg, D.L. van Giessner, S.R. http://repub.eur.nl/res/pub/20273/ 2010-06-26T00:00:00Z Based on arguments about long-term orientation and corporate reputation, we argue that family and founder firms differ from other firms with regard to corporate social responsibility. Using Bayesian analysis, we then show that family and founder ownership are associated with a lower level of corporate social responsibility concerns, whereas ownership by institutional investors is associated with a higher level of corporate social responsibility concerns and a lower level of corporate social responsibility initiatives. We conclude that it makes sense to distinguish between family, founder and institutional investors and their roles as owners or managers when analyzing the effects of corporate governance on corporate social responsibility. Block, J.H. Wagner, M. http://repub.eur.nl/res/pub/20274/ 2010-06-26T00:00:00Z How does the social capital of venture capitalists (VCs) affect the funding of start-ups? Extant entrepreneurship literature conceptualizes a substitute effect between the social and financial capital that new firms attain from their investors. On the contrary, by building on the rich social capital literature, we hypothesize a positive effect of VCs’ social capital, derived from past syndication, on the amount of money that start-ups receive. Specifically, we argue that both structural aspects of VCs’ social network, such as the number of connections and the spanning of structural holes, and relational aspects, such as the diversity of network partners’ attributes, provide VCs with superior access to information about current investment objects and opportunities to leverage them in the future, increasing their willingness to invest in these firms. Our empirical results, derived from a novel dataset containing more than 5,000 funding rounds in the Internet and IT sector, strongly confirm our hypotheses. Both structural and relational attributes of VCs’ syndication networks have a significant influence on the funds received by start-up firms, highlighting the importance of a social capital perspective on new venture funding. We discuss the implications of our findings for theories of venture capital and entrepreneurship, showing that the role and effect of VCs’ social capital on start-up firms is much more complex than previously argued in the literature. Alexy, O.T. Block, J.H. Sandner, P.G. Wal, A.L.J. Ter http://repub.eur.nl/res/pub/19494/ 2010-05-06T00:00:00Z The ability to take a leading role in democratic settlements largely shapes a firm’s long term success. A key requirement to occupying such a leading role is the creation of a platform for the execution of democratic principles by customers, shareholders, societal stakeholders, and political actors: the impossibility to dominate others, and the possibility of rivalry and dissent. After careful analysis of the strategies followed by Dutch and English banks, I conclude that building such a platform implies the development of six strategic abilities. Internationally, firms’ ability to take a leading role is enabled and constrained by their affiliation with (a) particular nation-state(s); in particular the geopolitical perception of a nation-state’s capacity to express the ideal of popular sovereignty and the right to self-determination. Drawing on an historical analysis of the strategies followed by the Netherlands and England since early modern times, the US and the EU (including the West-German Republic) since WWII, I clarify how nation-state leaders should go about in securing an advantageous geopolitical perception; and in maximising the possibilities of self-determination and success for affiliated firms. Hensmans, M. http://repub.eur.nl/res/pub/17937/ 2010-05-01T00:00:00Z Ideals (or ideal values) help people to navigate in social life. They indicate at a very fundamental level what people are concerned about, what they strive for, and what they want to be affiliated with. Transferring this to a leader-follower analysis, our first study (n = 306) confirms that followers' identification and satisfaction with their leaders are stronger, the more leaders match followers' ideal leader values. Study 2 (n = 244) extends the perspective by introducing the novel concept of counter-ideals (i.e., how an ideal leader should not be) as a second, non-redundant point of reference. Results confirm that a leader's match on ideal and on counter-ideal values have independent effects in that both explain unique variance in followers' identification and satisfaction with their leader. Study 3 (n = 136) replicates the previous results in an experimental scenario study and provides evidence for the proposed causal direction of the underlying process. We conclude that counter-ideal values might be an additional point of reference that people use to triangulate targets above and beyond ideal values and discuss the implications of our findings for value research and management. Quaquebeke, N. van Kerschreiter, R. Buxton, A.E. Dick, R. van http://repub.eur.nl/res/pub/17827/ 2010-02-01T00:00:00Z Many fouls committed in football (called soccer in some countries) are ambiguous, and there is no objective way of determining who is the “true” perpetrator or the “true” victim. Consequently, fans as well as referees often rely on a variety of decision cues when judging such foul situations. Based on embodiment research, which links perceptions of height to concepts of strength, power, and aggression, we argue that height is going to be one of the decision cues used. As a result, people are more likely to attribute a foul in an ambiguous tackle situation to the taller of two players. We find consistent support for our hypothesis, not only in field data spanning the last seven UEFA Champions League and German Bundesliga seasons, as well as the last three FIFA World Cups, but also in two experimental studies. The resulting dilemma for refereeing in practice is discussed. Quaquebeke, N. van Giessner, S.R. http://repub.eur.nl/res/pub/17701/ 2010-01-08T00:00:00Z The present dissertation tries to shed light on the phenomenon of empowering leadership. We aim to understand the antecedents of leader empowering behaviour. In doing so, we mean to remedy the stated lack of research on empowering leadership and on the effect of follower’s behaviour on leader’s behaviour. In this dissertation we will argue that follower’s behaviour can be expected to play an important role in explaining leader’s empowering behaviour. We report the findings of 4 laboratory studies and two field studies. As a first step in our reasoning we start by establishing trust as an antecedent of leader empowering behaviour and showing that leader’s characteristics moderate the influence of trust in the empowering process. We then investigate the influence of trust and epistemic motivation in the empowering process. We focused on two aspects of epistemic motivation: accountability and workload. We finally investigate the influence of trust and gender in the empowering process, emphasizing the mediating role of trust in the process. Hakimi, N.A. http://repub.eur.nl/res/pub/17702/ 2010-01-05T00:00:00Z Ideals (or ideal values) help people to navigate in social life. They indicate at a very fundamental level what people are concerned about, what they strive for, and what they want to be affiliated with. Transferring this to a leader-follower analysis, our first Study (N = 306) confirms that followers’ identification and satisfaction with their leaders are stronger, the more leaders match followers’ ideal leader values. Study 2 (N = 244) extends the perspective by introducing the novel concept of counter-ideals (i.e., how an ideal leader should not be) as a second, non-redundant point of reference. Results confirm that a leader’s match on ideal and on counter-ideal values have independent effects in that both explain unique variance in followers’ identification and satisfaction with their leader. Study 3 (N = 136) replicates the previous results in an experimental scenario study and provides evidence for the proposed causal direction of the underlying process. We conclude that counter-ideal values might be an additional point of reference that people use to triangulate targets above and beyond ideal values and discuss the implications of our findings for value research and management. Quaquebeke, N. van Kerschreiter, R. Buxton, A.E. Dick, R. van http://repub.eur.nl/res/pub/18159/ 2010-01-01T00:00:00Z Abstract. The idea that investing in employability is the answer to creative destruction caused insecurity originated in the context of Silicon Valley. Paradoxically, this ‘employacurity’ discourse has taken root in the Netherlands, a country in which the employment system is firmly based on the norm of job security, the total opposite of Silicon Valley’s employment system. Although management gurus have built an attractive discourse on employability, an associated collective action problem detracts from its realism. The Dutch case exhibits mechanisms that may alleviate such a collective action problem. These mechanisms are explored via an examination of policy documents, a quantitative analysis of collective labor agreements and two cases, one of a large bank and one of an industrial company. A craving among Dutch employers for flexibility, fueled by the norm of security that impacts their perception of potential benefits of investments in employability is crucial to our understanding of employacurity in the Netherlands. Pruijt, H.D. Dérogée, P. http://repub.eur.nl/res/pub/17528/ 2009-12-15T00:00:00Z A cooperative business consists of a cooperative society and a cooperative business firm. The society of members intends to control the business in such a way as to focus the business operations on its interests. The two organizational units tend, however, to follow different behavioral logics. Borrowing some core concepts from classical sociology, Gemeinschaft norms rule ruling within the membership, while Gesellschaft norms dominate the business firms. Thereby it may be difficult to accomplish alignment between the membership organization and the business organization in order to be competitive. This paper addresses the difficulties of following the different logics by exploring Gemeinschaft and Gesellschaft within agricultural cooperatives with a focus on the membership logics. Nilsson, J. Hendrikse, G.W.J.