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Publication The role of executive social comparison orientation in the behavioral theory of the firm(2024) De Ruyck, Bettina; Gamache, Daniel; Ghent University; U. of GeorgiaThe Behavioral Theory of the Firm (BTOF) explains the processes with which firms set aspirations, evaluate firm performance relative to those aspirations, and change their strategies in response to attainment discrepancies. While foundational work acknowledged the important role of firms’ executives, few papers have theorized and studied when and how they matter. This is remarkable, considering that the BTOF’s processes require cognitive efforts, including retrieving external information and interpreting feedback, in which executives will likely differ. At the same time, scholars have raised their concerns on contrasting findings reported by prior research. Extending and testing theory on the role of executives through consideration of their individual attributes and biases may help bring reconciliation. This symposium showcases four studies, aiming to facilitate knowledge sharing and discussions on the role of executives in the BTOF. This symposium aspires to appeal to behavioral strategy researchers and other scholars interested in understanding how cognition shapes strategic decision-making.Publication Understanding an IX.0 Paradigm Shift(2024) Keller, Matthias; Viaene, Stijn; KU LeuvenThe digital age industrial revolution (IX.0) shifted the goal post of digital maturity attainment for industrial organizations seeking to digitally transform. This has presented challenges for organizations’ ability to comprehend the unfolding paradigm around them and how to pull possibilities successfully into their organizations to revolutionize through a paradigm shift rather than maintain the existing paradigm within the guise of evolving. The research examines what a paradigm and paradigm shift entails within IX.0, providing a framework to comprehend such changes. The findings indicate that a paradigm shift entails a symbiosis of technological and organisational change. The research contributes to the scholarly debate surrounding digital transformation in industrial contexts and offers insights into the mechanism of an IX.0 paradigm shift.Publication Creating vs. exercising real options: How CEO temporal focus affects real options intensity(2024) De Ruyck, Bettina; Peeters, Carine; Baeten, Xavier; Fehre, KerstinRecently, scholars have been calling for research on how cognitive differences between Chief Executive Officers (CEOs) affect real options intensity and thus tendency to build strategic flexibility for their firms. At the same, there is limited theorizing on the stages of the real option life cycle – identifying, creating, maintaining, and exercising real options. We contribute to the cognitive perspective and argue that CEO temporal focus – a subjective perception of time – relates to those underlying stages in the real option life cycle and, consequently, affects firm real options intensity. On the one hand, we predict that a higher CEO future focus is beneficial for identifying potential options and creating real options and is therefore positively related to real options intensity. On the other hand, we expect that a higher present focus will lead CEOs to exercise existing real options available to them and therefore negatively relates to firm real options intensity. Further, building on work that considers situational factors which may influence a CEO’s ability and motivation to invest in or exercise real options, we include the opportunity environment as a moderator. Specifically, we argue that the relationships between CEO temporal focus and firm real options intensity are stronger in an environment characterized by scarce opportunities. Using a panel dataset of listed European firms, we find support for our theorizing. Our study emphasizes the substantial impact of the CEO’s temporal focus in shaping their firm’s investment decisions and strategic flexibility.Publication Willingness-to-pay for brands that aim for inclusivity, sustainability and positive societal contribution vs. willingness-to-pay for brands that are perceived as exclusive, on-trend: generational, gender and country differences(2024) Goedertier, Frank; Weijters, Bert; Van den Bergh, JoeriThis study explores consumer preferences for brands that emphasize sustainability and inclusivity, and for brands perceived as exclusive and trendy. Consumer data obtained via a large-scale survey involving 24,798 participants across 20 countries and one special administrative region (SAR) are used to understand how willingness to pay (WTP) for these brand types varies globally, accounting for demographic factors like generation, gender, and country. A substantial body of literature highlights growing consumer interest in brands that stand for sustainability and inclusivity, challenging traditional notions that luxury and exclusivity primarily drive brand value. Despite persistent skepticism among some business executives about consumers’ actual versus claimed willingness to spend more for sustainable and inclusive brands, academics and commercial researchers increasingly signal a shift in purchasing behavior that is influenced by socio-ecological factors. This research aims to provide empirical data on consumer WTP across different demographics and countries/regions, thereby contributing to academic discussions and offering insights for managerial decision making. The study frames its investigation around four research questions, to explore how consumers’ WTP for exclusive and inclusive brands varies across generations, genders, and countries/regions. It employs a robust methodological approach, using confirmatory factor analysis (CFA) and structural equation modeling (SEM) to analyze the data. This ensures that the constructs of brand inclusiveness and exclusivity are comparable across diverse cultural contexts. Significant gender, generational, and country/region differences are observed. When comparing generations, the findings indicate that GenZ consumers have a higher WTP for sustainable/inclusive brands (compared to older, GenX, and Baby Boomer generations). Similar patterns are found when considering WTP for exclusive, on-trend brands. In terms of gender, women are observed to have a higher WTP for sustainable/inclusive brands, but a lower WTP for exclusive, on-trend brands compared to men. Finally, compared to consumers originating from certain European countries, we find that consumers living in certain Asian countries/regions have a significantly higher WTP for inclusive and sustainable brands, as well as for exclusive/on-trend brands. The study underscores the complexities of consumer behavior in the global market, highlighting the coexistence of traditional preferences for exclusive, trendy brands and preferences for brands that embrace sustainability and inclusivity.Publication Exploring the relationship between middle managers’ proactive strategic behavior and other proactive behaviors(2023) Pfisterer, Matthias; De Stobbeleir, Katleen; KU LeuvenResearch Goals and Why the Work was Worth Doing. How are middle managers proactively initiating changes in their organizations? Fast-moving, complex organizational environments leave only limited space for top-down decision-making (Ashford et al., 2018). Scholars have argued that organizations require every level, from front-line employees to middle managers and senior-managers and executives, to be proactive i.e., to anticipate and self-initiate changes (Crossley et al., 2013; Grant & Ashford, 2008; Strauss et al., 2009). While research has predominantly focused on proactivity oriented towards shaping one’s own role and immediate work environment (e.g., by seeking feedback or job crafting), far less research has explored proactive behavior directed at the organization’s larger goals, such as proactive strategic behavior (Parker & Collins, 2010). Given that especially for managers, contributing to the larger organization is expected and valued, we examine how middle managers’ strategic behavior affects their performance. Specifically, we suggest that middle managers’ proactive strategic behavior (i.e., strategic scanning) will improve their performance, especially when used in combination with proactive behavior focused on the fit with their immediate work environment (i.e., feedback-seeking) and proactive behavior focused on making improvements in their work environment (i.e., voice). In doing so, we advance research on proactive strategic behavior and contribute by increasing our understanding of the relationship between proactive strategic behavior and other proactive behaviors and the impact of proactivity on performance outcomes. Theoretical Background By and large, proactivity literature distinguishes three different categories of proactive behaviors, i.e., proactive work behavior, proactive person-environment fit behavior, and proactive strategic behavior (Parker & Collins, 2010). Despite the advances of proactivity literature has made over the last two decades, research on proactive strategic behavior is still lacking and little is known about the relationship between proactive strategic behavior and other proactive behaviors. Building on prior research we develop a conceptual model to explore this gap in the present study. Methodology We tested our model in a sample of 266 middle manager-supervisor dyads from different companies. Results The results of the analysis show support for the hypothesized relationships in our model. Middle managers’ strategic scanning positively predicts performance and voice acts as a mediator in this relationship, while high levels of feedback-seeking act as a moderator.Limitations The main limitation is based on the cross-sectional survey design in this study. ConclusionsWe show that middle managers use a combination of proactive strategic behavior, proactive work behavior and proactive person-environment fit behavior, which positively affects their performance. Our results indicate that middle managers who scan their environment to identify opportunities and threats can use voice and feedback-seeking to effectively communicate these in their organization and thereby increase their performance.Publication Digital for all: Developing and evaluating an intervention to stimulate the digital growth Mindset of knowledge worker(2023) Quataert, Sarah; Dewettinck, Koen; Buyens, Dirk; Legrand, ValérieIn a rapidly changing and digitalising world of work, in which new professional roles are emerging and skill requirements are shifting, change readiness and learning motivation have become crucial assets for employees. In order to thrive at work, workers need a growth mindset (Dweck, 2007), characterised by positive self-beliefs, such as high self-efficacy and strong malleability beliefs about one’s ability to learn new skills. A digital growth mindset, in particular, which we define as having a growth mindset towards digitalisation and digital skills, has become a necessity for workers in all industries. This is especially the case for knowledge workers, as their jobs are becoming more complex due to automation and new business models, leading to new skill demands that are more technical, digital, and interpersonal.Consequently, there’s a growing interest within the field of Work and Organisational Psychology when it comes to developing workplace interventions that stimulate positive self-beliefs, as they positively impact people’s motivation to learn and actual learning behaviour (Bandura, 1977; Burnette, O’Boyle, VanEpps, Pollack, Finkel, 2013; Mangels, Butterfield, Lamb, Good, Dweck, 2006; Rigolizzo, 2021). A related challenge is the quest for effective yet pragmatic methods to assess the effectiveness of these interventions and understand why certain interventions work while others don’t (Berge, 2008; Griffin, 2011). Relying on the Double Diamond Process (British Design Council) and following an iterative process of prototyping and user testing, the online mindset intervention ‘Digital For All’ (DFA) was developed in 2020-2021, to positively shape mindset beliefs of knowledge workers in the context of digital transformation and digital skills. The intervention consists of 8 different learning modules, all related to the general concept of the growth mindset: (1) digital awareness, (2) digital technology, (3) digital growth mindset, (4) digital (re)thinking, (5) digital self-leadership, (6) careers in the digital world, (7) digital resilience and (8) digital data.From February to June 2022, DFA has been implemented in several organisational contexts to evaluate its effectiveness by means of case studies. In line with the formulated selection criteria and striving at a diverse set of cases (diversity in terms of employment status, function, age and gender), the research team selected and analysed a total of 12 cases. We relied on multiple data sources for the case studies: interviews with participants, interviews with observers or coaches who were part of the intervention, and survey data. Process tracing analysis (Beach & Pedersen, 2013) was used as a within-case method for theory-based impact evaluation to understand how our intervention led to increased growth mindset beliefs in most of our cases, and why positive effects were missing in others. Process tracing is seen as a promising methodological avenue for empirically studying causal mechanisms, especially in social science disciplines (Beach & Pedersen; 2013; George & Bennett,2005; Bennett, 2008). As part of the symposium ‘Attitudes and Mindsets During Organisational Transformation’, we will first introduce our developed DFA intervention to practitioners and scholars in the field of Work and Organisational Psychology. Secondly, we will provide an overview of the insights and results derived from the conducted case studies, and we will elaborate on the causal mechanisms explaining how 2282DFA has led to its hypothesised effects. Thirdly, we will share our lessons learned with the audience and reflect on limitations of our research. Doing so, we want to inspire practitioners seeking for effective and rigorous ways to support employees in futureproofing their skillset via mindset interventions. Also, we want to inspire academics interested in exploring process tracing as a research method for evaluating those interventions. For Work and Organisational Psychologists conducting research in real-world business settings, process tracing might be an interesting approach to assess and increase the effectiveness of certain practices in a profound yet pragmatic manner.We hope to contribute to two Sustainable Development Goals, as described by the United Nations. First, our work is relevant in relation to ‘Decent work and economic growth’, by encouraging employees to invest in their employability and considering growth mindsets as a prerequisite for sustainable employment and economic growth. Second, we will contribute to ‘Quality education’, considering DFA as a training intervention stimulating lifelong learningPublication Understanding the next talent wave: Career expectations of graduates in turbulent times(2023) Legrand, Valérie; Quataert, Sarah; Dewettinck, Koen; Buyens, DirkYoung graduates are the talent of the future, and they will become an important group in organisations in the next decennial. Whilst the inflow of graduates in the European labour market is increasing yearly (Green & Henseke, 2021), recent years have been characterised by economic uncertainty. The recession caused by the COVID-19 pandemic had a temporary yet detrimental effect on the labour market (Lee et al., 2020), and the question arises whether this led graduate students to lower their career expectations or whether the imprint of this generation is so strong that their expectations remain high. To gain more insight ino how organisations can attract, develop and retain graduates according to their current needs, our study examines the impact of economic uncertainty on the career expectations of graduates. Contextual forces such as globalisation, technology, organisational restructuring, and the growth of services have altered the way we look at careers and challenge what older generations have taken for granted (Barley et al., 2017; Dries et al., 2008; Rousseau, 1990). We also know contextual influences are likely to have a stronger impact than the generational cohort to which one belongs (Deal, 2007; Wong et al., 2008). To our specific interest is the impact of the COVID-19 recession on individual factors influencing the psychological contract beliefs that precede the employment relationship, i.e., the anticipatory psychological contract (APC) (De Vos et al., 2009; Rousseau, 2001). One considers this as the lens through which graduates view their future employment relationship and could be seen as the foundation for the development of their future psychological contract. Our study elaborates on three types of individual factors that are expected to impact their anticipatory psychological contract expectations: optimism, careerism and the desire for future job security (De Vos et al., 2009; Rousseau, 2001).We report data from three matched samples of advanced master students surveyed a few weeks before graduation. Sample 1 (N = 110) was surveyed in June 2017, whilst sample 2 (N = 125) and sample 3 (N = 97) were surveyed in June 2020 and 2022 respectively. Data were obtained using self assessment questionnaires measuring optimism (De Hauw & De Vos, 2009), careerism (Rousseau, 1990), and expectations about employer inducements (job security). All responses were provided using five-point Likert scales. One-way ANOVA analyses and post-hoc comparisons reveal significantly lower levels of optimism concerning the economic situation in graduates from 2020 compared to those graduating in 2017 and 2022. However, in comparison to previous graduate cohorts, each new cohort reports significantly higher levels of optimism concerning the jobs available given their skills and diploma. Our findings for careerism partially support the literature that this is rather a stable individual factor, not so much influenced by the socioeconomic situation (De Hauw & De Vos, 2009; Rousseau, 1990). Only when comparing graduates from 2020 and 2022, significant lower levels of careerism are reported by the latter. Lastly, master students graduating in 2020 attach more importance to job security than the ones graduating three years ago and in 2022. These findings demonstrate the impact of contextual factors on the career expectations of graduates. Students graduating in a period of recession report lower levels of economic optimism and a higher preference for job security than students graduating in a period of economic growth. The research presented adds to the existing literature on what new cohorts of graduates expect from 1086their future career and employer. In terms of practical relevance, our aim is to contribute to the research on the expectations and intentions of graduates towards their future employment relationship as it can provide important information for the development and implementation of effective human resources (HR)-practices towards new employees. As such, the intended audience can be both academics and practitioners.In conclusion, we hope to contribute to the ‘Decent work and economic growth’ Sustainable Development Goal as described by the United Nations with this researchPublication Tracking individual trajectories of perceived shared mental models: A 12-week longitudinal study(2023) Santos, Catarina M.; Li, Jia; de Jong, Simon B.Drawing on the shared mental model literature and interdependence theory, this study aims to analyse whether individuals perceive similar or distinct trajectories of shared mental models over time and test whether those trajectories relate to different individual antecedents and outcomes. This study questions the common (implicit) assumption that individuals perceive and develop shared mental models uniformly.Successful teamwork is crucial to solve many of today’s key problems. Yet, to effectively perform the tasks assigned to the team, team members have to build and be aware of a shared mental model (i.e., a shared understanding about who does what, when, and with whom) successfully and in a timely manner. Within the shared mental model literature, the idea that each individual team member can perceive the shared mental model that consists of several dimensions has taken root in recent years. The state-of-the-science is that there are five dimensions of perceived shared mental models, namely equipment, execution, composition, interaction, and temporal. However, most research has focused on one or a few of these dimensions and has focused on aggregated (team level) conceptualizations of shared mental models. Therefore, research has overlooked the possibility that individuals might have different perceptions of the various shared mental model dimensions. Furthermore, individual-level longitudinal studies on shared mental models have never been attempted. Therefore, it is currently unknown whether and how individual perceptions of shared mental models change over time, and whether the development of perceived shared mental models is similar or dissimilar for the five dimensions.We collected data across six-time points from more than 300 participants who assessed their perceived shared mental models in their first 12 weeks of working in a new project team. Initial latent class analyses showed there are distinct trajectories for each of the shared mental model dimensions. This showed, for instance, that individuals can have different starting points as well as ending points and that those can differ per shared mental model dimensions. Moreover, the temporal process between these starting and ending points also had different shapes, as, for instance, some lines stayed uniformly high or low, whilst others grew or declined and then stabilized, whilst yet other lines first raised and then fell down again. We will analyse the antecedents and outcomes of the trajectories and share the updated results during the EAWOP 2023 Congress.Although individual beliefs and perceptions are the foundation of shared mental models, in this study we focus only on the individual trajectories of perceived mental models, and not on the trajectories within teams. Overall, this study advances the shared mental model literature, as our analysis of the individual trajectories of perceived shared mental models show that the common assumption that individuals develop shared mental models uniformly needs to be revisited. Thus, our work provides a starting point to develop new theoretical and empirical knowledge on how the different dimensions of shared mental models start and develop by taking a more fine-grained look at the individual level of analysis.Overall, this study is relevant to the Congress Theme “The future is now: The changing world of work” and to the UN SDG “Decent work and economic growth”, as this study contributes to the development of a sustainable workforce from a bottom-up micro perspective by providing managers, 1066team members, and team leaders – as well as consultants and other decision-makers – with knowledge and competences that aim to increase cooperation and collaboration, which ultimately contributes to individual and team effectiveness.Publication Performance management effectiveness in SME’s – Evidence from Belgium(2023) Machtelinckx, Jana; Dewettinck, KoenBoth academic research and practice have been highlighting the challenge to design and implement effective Performance Management (PM) in organisations, making it potentially one of the bigger zchallenges in Human Resources. In the present study the goal is to get a view on those factors that impact the effectiveness of performance management systems. We aimed at getting a better view on how organisations, more specifically Belgian SME’s (Small and medium-sized enterprises), currently shape performance management and we investigated how these characteristics explain the effectiveness of performance management.Existing research is not clear about the effect of frequency of an ppraisal talk. Recurring feedback can be helpful, but this doesn’t always need to take the form of a formal talk (Casas-Arce, Lourenco & Martinez-Jerez, 2017; Wood, Pichler & Beenen, 2017). In our study, we investigate if the frequency of an appraisal talk is linked to PM effectiveness. Furthermore, research suggests that the content of an appraisal is a determining factor for performance management. Researchers indicate that it should focus on skills and competencies, training needs and personal development in the company (Armstrong, 2006; Lawler & McDermott, 2003). Our research takes a closer look at topics that are discussed during an appraisal talk and their effect on performance management. These topics include skills, attitudes, company values, individual and team goals, salary, … Additionally, scholars argue that the supervisor plays a vital role in performance management and therefore they should get training and support in the performance management of their team members (Armstrong, 2006; Botha, Blom & Modipane, 2019; CIPD, 2022; Kondrasuk, 2011). We investigate if training and supporting supervisors in performance management is correlated with PM effectiveness. Other variables were included in our study as well: automatization, appraisal scoring, … (Armstrong, 2006). Data collection was done in the beginning of 2021 through an online survey directed towards Belgian SMEs. 156 organisations from different industries filled out the survey. Our regression analysis shows that supervisor training and content of performance conversation are important drivers of PM effectiveness than conversation frequency. More specifically, organisations that report to train their supervisors more heavily and that focus on skills development and training and development needs during the conversations report higher PM effectiveness. Together these variables explain 39% of performance effectiveness, as measured in our survey.Contributing to the UN Sustainable Development Goal ‘Decent work and economic growth’, our findings shed new and interesting light on how to make performance management effective in organizations where the main onclusion is that quality of performance nagement is more important than quantity. There are however a few limitations to our study. First, our survey includes cross-sectional data at an organisational level. Second, PM effectiveness is a self-reported measurement and gives an idea of how effective the performance management system is considered by the participants. Further research could use multi-source and longitudinal data on an employee level. Furthermore, it could look into the effect of performance management practices on the actual performance of mployees. During the EAWOP conference we want to present the findings from our study and give insights into how practitioners can improve the effectiveness of their performance management approach. We also want to inspire academics for future researchPublication In AI we Trust: Determinants of continuous trust in the user/system interaction(2023) Decroix, IgnaceThe main objective of this study is to examine which factors influence users’ continuous trust in automated systems – and, more specifically, AI-based systems – and, subsequently, to develop an empirical model representing those factors. Influenced by the fourth wave of industrialisation, society and business undergo significant changes (Hancock, 2017; Brynjolfsson & McAfee, 2017). This wave comes with a vast array of new digital technologies (Schwab, 2016a; Schwab, 2016b) – consider artificial intelligence (Hansen & Bogh, 2020) – that are positioned as assets to leverage digital transformation efforts (Besson & Rowe, 2012). People and digital technology (Kane, 2015) interact in this context (Christ-Brendemühl & Schaarschmidt, 2019; Glikson & Woolley, 2020), and automation frequently acts on behalf of humans (Russel & Norvig, 2009; Xu, Mak, and Brintrup, 2021). However, less-rational factors (such as fear) are more at play, even more so often higher levels of automation appear (Sarter, Woods, and Billings, 1997). Organisations risk employees developing technology perceptions that breed resistance (Venkatesh, 2006), reluctance (Kane et al., 2019), and disappointment. These, in turn, impact people’s interactions with technology (Bardakei & Ünver, 2019) which leads to users neglecting beneficial decision aids (Davis & Kotteman, 1995) and discounting advice from algorithms (Prahl & Van Swol, 2017). Faulty interactions like these ould cause a decrease in trust and subsequent disuse or sabotage of technology (Parasuraman & Riley, 1997). Various theories emerged in the technology and acceptance literature (e.g., Technology Acceptance Model (TAM3; Vankatesh & Bala, 2008)), where trust, considered the cornerstone of social interaction (Blau, 1964), was also found to mediate human-technology relationships (Taddeo, 2017) and is seen as the degree to which a user can rely on the technology to achieve their goals under conditions of uncertainty and vulnerability (Lee & See, 2004). Especially when the system becomes too complex to be understood completely, will trust navigate complexity and enable reliance (Gsenger & Strle, 2021). Focusing on AI, we found that many concerns relating to AI usage link back to trust (e.g., the perception of AI as a black box; Logg et al., 2019; Lockey et al., 2021). The concept of trust, however, has received very little attention in AI literature thus far (Emaminejad et al., 2015). When trust is researched, the primary focus is on aspects of the technology itself rather than also including aspects of the individual and the environment (Toreini et al., 2019). We did not find any model in the literature that explains trust in systems deploying AI. Nor could we find any survey that allows for measuring trust (Böckle et al., 2021). As it stands, the majority of the current state of knowledge of human-machine interaction and the trust relationship draws on research in the context of automation. Further explorative research in the realm of AI is warranted.Given that explorative research is required, we opt for qualitative research through Grounded Theory (Strauss & Corbin, 1994) and collect our data through semi-structured interviews with practitioners that use AI-based systems in their work context. We will use an interview guide with open-ended questions and transcribe the nterviews verbatim. After every inte incorporate our reflections into the interview guide before continuing a new round (Charmaz, 2006). This cycle (from recruiting data to coding and comparing excerpts in Nviv12) will be repeated until theoretical saturation is reached. This will allow us to build the first empirical model of the antecedents of trust in AI-based systems. 593Results have not yet been obtained, but we are confident to have a final empirical model before the EAWOP conference. As this study is primarily explorative, the emerging antecedents and model will require testing to analyse their reliability and utility. While conclusions cannot yet be drawn, we aim to increase the understanding of both academics and practitioners on users’ continuous trust in AI-based systems. This research also lays the fundament for a follow-up study to build and validate a survey to measure trust in AI-based systems.Studying continuous trust in AI systems connects to the changing world of work, especially given that the amount of human-technology interactions has increased over recent decades and is expected to continue increasing. This topic links to EAWOP’s topic 16 (i.e., technology) and, specifically, subitems Artificial Intelligence and Human-Machine-SystemsPublication Friendly Phantoms: How do individuals use their feared selves to construct a positive work identity?(2023) Saied, Neveen; De Stobbeleir, KatleenResearch goals How individuals think about their potential and themselves in the future has been the focus of research on “possible selves” in management and social psychology (Ibarra, 1999; Markus & Nurius, 1986). A person’s possible selves include who they would like to become, i.e., desired or wanted selves and who they want to avoid becoming, i.e., feared or unwanted selves (Markus & Nurius, 1986). Research shows that people strive towards their desired selves and avoid their feared selves (Carver et al., 1999). We aim to extend prior research and explore the role of the feared selves in achieving positive identity outcomes. Specifically, we ask the following research question: How do individuals use their feared selves to construct a positive work identity? This is important because the contents of people’s feared selves contain internalized unwanted emotions, hence, have stronger influence on motivation and goal-directed behavior (Carver et al., 1999). As such, these selfrepresentations may constitute clearer self-guides for individuals to work on their identities. Theoretical background Research on possible selves has predominantly focused on how people continuously strive for their desired possible selves (e.g., Ashforth et al., 2014). For example, Ibarra (1999) described how newcomers experimented with their provisional selves by imitating their role models based on how they saw & desired to see themselves. It is surprising that the implicit assumption underlying most of the research is that individuals shape their work identities solely via their attraction to a desired self. Social psychology research, however, explored the self-regulatory role of both desired & feared selves. A very limited number of organizational studies examined the role of unwanted selves in the development of a work identity (i.e., Petriglieri & Stein, 2012; Vince & Mazen, 2014). These studies highlight the negative impact of leaders’ unwanted selves. A question that still remains is whether people’s feared selves may have benefits as well. Methods We draw on qualitative data from 68 independent workers in the UK to build a grounded model that addresses our research question. Independent work is a relevant context to study our research question because individuals need to exhibit agency & take the lead in crafting their possible selves in the absence of the holding environment of an organization. Findings Our findings show that workers’ lack of having clear sense of self at work have stimulated the activation of workers’ “feared selves” – what they dread and do not want to be. We theorize that workers deposit these images in what we call a repertoire of “Feared Selves”. This repertoire is a mental container in which workers accumulate all the work identities (or aspects of them) they enacted that are incongruent with their work self-concept. Workers proactively use the images to revise their work identity. Specifically, they engage in three identity work tactics: they embrace and integrate some of their feared selves (i.e., holism); rebuff some of these feared selves by developing 497 boundaries and using these images in defining who and what they are not (i.e., identity deflection); or selectively separate their work self from the enactment of their unwanted selves (i.e., identity decoupling). By engaging in these identity work tactics workers develop a sense of identity growth that helps them to sooth their sense of identity precariousness. Limitations It is important to note that we purposefully selected our sample. Through creating theoretical criteria, we selected workers who asserted having a degree of freedom in doing their work. We acknowledge that this might not be the experience of all individuals working in the gig economy. Conclusion Our study makes two main contributions. First, by tracing the role that feared and unwanted selves play in achieving positive identity outcomes, this study advances our understanding of positive identity construction. Second, our study advances our understanding of the different ways independent workers shape their work identities. This enhances our understanding of independent work, suggesting that workers could benefit from defining what they fear and do not want to be to grow and feel free. Relevance to the Congress This study complements the theme The 21 st EAWOP Congress. For many, based on the events of the past 3 years (e.g., the pandemic, wars…), the future could be associated with a lot of fear. Our study aims at helping people understand how to use their feared future selves to cultivate positive and resilient work identity, which is a fundamental personal resource that people can rely on in facing change and turbulence. Relevance to the UN SDGs Harnessing the benefits of the feared selves and understanding how it could help people cultivate positive work identity contributes to empowering individuals develop decent work opportunities for themselves and to their overall wellbeing at work.Publication HR in turbulent times: How are HR priorities and mastery levels adjusting to new realities in Belgium?(2023) Quataert, Sarah; Buyens, DirkIn unpredictable times, many face the challenge of setting the right priorities. This is certainly true for Human Resource (HR) professionals sailing through turbulent waters, characterised by economic uncertainty and extremely tight labour markets. But what is the impact of this turbulence on the functioning of HR? The HR Barometer study elaborates on the trends and challenges in Human Resource Management in the largest for-profit organisations in Belgium (Bel 20, + 200 largest for-profit organisations in terms of number of employees). As annual initiative launched each year in January, the HR Barometer survey comprises two parts. The first part focuses on the strategic importance of different HR practices and policies, so that changes in these priorities can be investigated from a longitudinal perspective. One metric used here is ‘priority’ of HR services, not only indicating the importance of a certain HR domain, but also its urgency. Another metric is ‘mastery’, explaining how well HR professionals have certain services under control. The second part of the study is a variable set of items, investigating a particular HR domain which gained importance over the past year. The next wave of the HR Barometer study will be launched in January 2023, shedding light on priorities that prevailed in 2022 and examining how those changed in comparison to previous year(s), affected by the many challenges we encountered this year. For our data collection, which will run from January until March 2023, we will target HR Directors and Managers from a broad spectrum of industries in Belgium. Based on previous waves of our longitudinal survey, we expect to collect between 100 and 125 responses. In the first part of our survey (focussing on the strategic importance of different HR practices and policies), respondents will indicate the priority of HR practices and the mastery of these practices on a scale from 0% (no priority/low mastery) to 100% (top priority/role model). We will combine the insights from the metrics 'priority' and ‘mastery’, and hence divide all responses into four quadrants: 1) high-priority domains that HR departments master well are what we call in this analysis 'strengths', 2) domains with high priority, but low mastery are 'improvements’, 3) mastering a domain which is not considered a priority is 'under control', and 4) everything else is labelled 'low priority'. Findings that result from this will be compared to last year’s results and strategic shifts will be revealed. The second part of the survey will have a closer look on the topic of diversity, equity, and inclusion (DE&I) and will investigate how HR professionals are approaching the ‘DE&I challenge’. Looking at our HR Barometer results from the last few years, diversity is traditionally one of the HR domains situated in the ‘low priority’ quadrant. Nevertheless, the topic was indicated in our most recent survey (launched in January 2022) as an important factor that will drive organisations’ HR strategy in the coming years. To better understand this paradox, we will deep dive into prevailing ideas, attitudes and expectations related to the topic of DE&I. Also, we will investigate how HR is trying to diversify their talent pools and which concrete actions they are taking to build more inclusive workplaces. We will elaborate on the challenges HR professionals face, and the opportunities they see to overcome those. Data analysis will take place from March until April 2023, and in our insights will be gathered in a research report. During the EAWOP conference, we will present our insights to inspire both academics and practitioners in the audience. On the one hand, we invite (human resource management) practitioners to inform them on recent trends and challenges in HRM in leading organisations operating in Belgium. On the other hand, we would like to invite academics to pursue similar research designs, which could be a first step towards international collaboration that allows for cross-country comparison of our Belgian data. With our research, we hope to contribute to both the ‘Decent work and economic growth’ (first part of our HR Barometer study) and the ‘Reduced inequalities’ (second part of our HR Barometer study) Sustainable Development Goal, as described by the United Nations.Publication The materiality of risk factor disclosures through a structural topic model(2024) Heyvaert, Carl-Erik; Stouthuysen, Kristof; Verdonck, Tim; KU LeuvenThis paper introduces a structural topic model (STM) to assess the disclosure materiality of risk types detailed in risk factor disclosures (RFDs). Amid concerns about the generic nature of current RFD practices, the SEC's recent amendments push for disclosures that solely convey material, firm-specific risks. Our study leverages a unique dataset covering the entire RFD mandate from 2006 to 2023, enabling a longitudinal analysis that tests the amendments' effectiveness in enhancing the provision of firm-specific information among disclosed risks through the lens of stock price synchronicity. By employing a novel machine learning methodology to quantify the disclosed risk types and assessing their individual impact on stock price movements, our approach offers a more nuanced understanding of how disclosures influence investor behavior. Our findings challenge the efficacy of recent regulatory changes, suggesting that not all types of risk disclosures have adapted to meet the heightened standards of materiality. By addressing methodological limitations in previous studies, our research contributes to the automated textual analysis in financial reporting and offers a comprehensive view on the evolving effectiveness of RFDs. This study not only enriches the academic literature on risk disclosure materiality but also provides empirical evidence that could guide future regulatory adjustments by the SEC.Publication Change readiness in military organizations(2019) Letens, Geert; Maes, D.; Verweire, Kurt; De Prins, Peter; Van Aken, E.; Keathley, H.Publication Understanding change in public organizations: A systematic review and research agenda(2021) Vanhengel, S.; Letens, Geert; George, B.; Keathley, Z.H.; Verweire, KurtPublic organizations are continuously required to change in part due to shifting political and societal preferences. While there is extant research demonstrating how change can be managed in public organizations, there is a lack of understanding concerning the holistic and systemic nature of public-sector change. This article aims to integrate empirical research on public-sector change in order to provide a conceptual framework centered on unravelling its holistic and systemic nature. A systematic literature review on change in public organizations is conducted which draws on quantitative articles published in journals indexed in SSCI’s Public Administration category. A total of 124 articles were identified by this review. The second part of this work builds on the insights that were generated through an in-depth analysis of 40 papers of the final paper set. For this purpose, 100 factors were extracted that have significant relationships with either the context of change or its impact. Lastly the retained factors were projected on the criteria of the Six Batteries of Change model. This model offers a holistic framework that is proved to be a key driver to boost change, based on empirical research in 111 organizations with various backgrounds. The projection provides valuable insights regarding the rational and emotional side of change in public organizations, their context and impact. This leads to recommendations for future research that is needed to counter the current change paradigms.Publication Understanding change in public organizations: A systematic and integrative review(2021) Vanhengel, S.; Letens, Geert; George, B.; Keathley, Z.H.; Verweire, KurtPublic organizations are continuously required to change in part due to shifting political and societal preferences. While there is extant research demonstrating how change can be managed in public organizations, there is a lack of understanding concerning the holistic and systemic nature of public-sector change. This article aims to integrate empirical research on public-sector change in order to provide a conceptual framework centered on unravelling its holistic and systemic nature. A systematic literature review on change in public organizations is conducted which draws on quantitative articles published in journals indexed in SSCI’s Public Administration category. A total of 124 articles were identified by this review. The second part of this work builds on the insights that were generated through an in-depth analysis of 40 papers of the final paper set. For this purpose, 100 factors were extracted that have significant relationships with either the context of change or its impact. Lastly the retained factors were projected on the criteria of the Six Batteries of Change model. This model offers a holistic framework that is proved to be a key driver to boost change, based on empirical research in 111 organizations with various backgrounds. The projection provides valuable insights regarding the rational and emotional side of change in public organizations, their context and impact. This leads to recommendations for future research that is needed to counter the current change paradigms.Publication The relative importance of environmental aspects vs. social aspects in defining sustainability vs. driving consumer boycott behavior(2022) Schacht, Ole; Weijters, Bert; Deltomme, Berre; Goedertier, Frank; Van den Bergh, Joeri; Ghent University; InSites ConsultingCompanies increasingly include sustainability claims in their marketing and communication towards customers. Often firms assume that these customers have a non-ambiguous understanding of sustainability and suppose that the environmental dimension is the dominant consumer association. Using CFA applied to cross-national data from 7 countries, we find that consumers meaningfully distinguish social and environmental aspects when defining sustainability. Our results show that the environmental dimension is key but that the importance gap between both dimensions declines when consumers identify reasons to boycott brands. As consumer boycotts are an increasingly trending phenomenon, we show that social sustainability facets are important drivers of consumer boycotts. Based on our results, we conclude that firms that set sustainability priorities based on how they think consumers define sustainability might misfire, as social aspects might be underestimated as key drivers of boycott behavior.Publication The value of concept-level emotion recognition in call centers(2022) De Cleen, Thomas; Baecke, Philippe; Goedertier, FrankPublication Evolutions in consumer awareness & definitions of sustainability:a multi-country study(2023) Goedertier, Frank; Weijters, Bert; Van den Bergh, Joeri; Schacht, Ole; Ghent University; InSites ConsultingSustainability is increasingly an active agenda topic for politicians and businesses. Yet a view on how consumer definitions and awareness are evolving is often missing. In response to this research opportunity, online panel respondents from seven advanced economies (France, UK, Germany, Belgium, Sweden, Netherlands, Australia, N =5620) were surveyed in two cross-sectional waves. Substantially more consumers8 report knowing what sustainability is in 2020 (vs 2019). Factor analytical results show that consumer definitions of sustainability center around three key dimensions: the traditional social (e.g., fair wages) and environmental (e.g., recycling) ones, but also a ‘naturalness’ dimension (e.g., avoiding use of pesticides and GMOs). This observation may offer inspiration to update the traditional two-dimensional (social vs. environmental) structure of sustainability advanced in previous research. We discuss observed country differences and offer theoretical and managerial implications.Publication Exploring the drivers of merger activity in the voluntary sector – A large-scale empirical study(2022) Luypaert, Mathieu