Browsing Research Output by Author "Oerlemans, Leon"
It's only temporary. Time frame and the dynamics of creative project teamsBakker, René M.; Boros, Smaranda; Kenis, Patrick; Oerlemans, Leon (British Journal of Management, 2013)The success of many knowledge‐intensive industries depends on creative projects that lie at the heart of their logic of production. The temporality of such projects, however, is an issue that is insufficiently understood. To address this, we study the perceived time frame of teams that work on creative projects and its effects on project dynamics. An experiment with 267 managers assigned to creative project teams with varying time frames demonstrates that, compared to creative project teams with a relatively longer time frame, project teams with a shorter time frame focus more on the immediate present, are less immersed in their task and utilize a more heuristic mode of information processing. Furthermore, we find that time frame moderates the negative effect of team conflict on team cohesion. These results are consistent with our theory that the temporary nature of creative projects shapes different time frames among project participants, and that it is this time frame that is an important predictor of task and team processes.
Task and relationship conflict in ad-hoc and permanent groups: The critical role of emotion regulationCurseu, Petru L .; Boros, Smaranda; Oerlemans, Leon (International Journal of Conflict Management, 2012)
Task and relationship conflict in temporary and permanent groups: The critical role of emotion regulationCurseu, Petru L .; Boros, Smaranda; Oerlemans, Leon (2009)Private equity firms are accused by trade unions of changing industrial relations in buyouts by demonstrating an unwillingness to recognize and work with trade unions, and by downgrading information and consultation. To explore these important policy issues, this article reports the first representative pan-European survey of managers’ perceptions of the impact of private equity on industrial relations. Managers report that private equity investment does not result in changes to union recognition, membership density or changes in management attitudes to trade union membership. Furthermore, managers in firms recognizing unions after private equity buyouts do not report reductions in the terms and conditions subject to joint regulation. Under private equity ownership more firms report consultative committees, managers regard these as more influential on their decisions, and indicate increased consultation over firm performance and future plans. Comparing industrial relations changes in different social models in Europe, the results suggest private equity firms adapt to national systems and traditional national industrial relations differences persist after buyout.