• Bestuur en medezeggenschap in het hoger onderwijs. De kloof tussen bestuur en personeelsleden.

      Devos, Geert; Verhoeven, Jef C. (Tijdschrift voor Hoger Onderwijs en Management, 2001)
    • Beter geliefd of beter gevreesd?

      Dekoster, Karolien (HR Magazine, 2014)
    • Beyond a better mousetrap: a cultural perspective on the adoption of ethanol in Brazil

      Nardon, Luciara; Aten, Kathryn (Journal of World Business, 2008)
    • Book highlight - Setting a clear strategic direction

      Verweire, Kurt; Letens, Geert; De Prins, Peter (Global Business and Organizational Excellence Journal, 2019)
      It is important to have an inspiring change vision, an ambition to create a future that is better than what exists now. It is equally important to translate that aspiration into a well-defined direction and strategy. An aspiration without a strategy is little more than a dream. In too many organizations, the“how”of change is often as unclear as the“why”of change.
    • Breaking Silos: A Field Experiment on Relational Conflict Management in Cross-Functional Teams

      Boros, Smaranda; Van Gorp, Lore; Cardoen, Brecht; Boute, Robert (Group Decision & Negotiation, 2017)
      In this paper we investigate how effective conflict management in conflict asymmetry situations impacts the quality of cross-functional management teams' performance. During a 5-day business simulation, we explore the consequences of the relational conflicts and conflict asymmetry experienced by team members. We use two different measures of conflict asymmetry: the traditional group conflict asymmetry measurement of Jehn (Adm Sci Q 40:256-282, 1995) and a social networks method. We find that when some team members evoke more conflict than others, this affects the evolution of team dynamics (and ultimately the performance of the team) even more than high levels of conflict altogether, however, group emotional awareness can mitigate this negative effect and improve the team performance through the appropriate use of conflict management strategies. Since group emotional awareness can be fostered and trained within teams, this is of practical value to improve the performance of cross-functional management teams.
    • Bringing together different perspectives on ethical leadership

      Grover, Steven; Nadisic, Thierry; Patient, David (Journal of Change Management, 2012)
      Recent corporate scandals, including the mortgage situation precipitating the global financial crisis in 2008, have led many people to question the role of un/ethical leadership in corporate misbehaviour. Organizational scholars contribute to our understanding of ethical leadership by investigating and theorizing within ethical leadership in corporate misbehaviour. Organizational scholars contribute to our understanding of ethical leadership by investigating and theorizing within the organizational justice, trust, business ethics and leadership literatures. Unfortunately, work relating to ethical leadership from these different subfields has rarely been brought together, despite common themes and concerns. As a result, the accumulated insights have been described as ‘underdeveloped and fragmented’ (Brown and Trevin˜o, 2006), leading some researchers to call for better integration of these literatures (van Knippenberg et al., 2007; De Cremer, Mayer and Schminke, 2010; Rupp et al., 2010).
    • De business case voor nieuwsgierigheid

      Dermaux, Hannah (HR Magazine, 2018)
      De meeste uitvindingen doorheen de geschiedenis, van tondel voor vuur tot zelfrijdende auto’s, hebben iets gemeen: ze zijn het resultaat van nieuwsgierigheid. Nieuw onderzoek toont drie belangrijke inzichten aan tussen nieuwsgierigheid en business.
    • CEO's hebben ook nood aan mentoren

      Van Steerthem, Angie (HR Magazine, 2015)
    • Choice for entrepreneurial career: Do cognitive styles matter?

      Deprez, Jana; Cools, Eva; Robijn, Wouter; Euwema, Martin (Entrepreneurship Research Journal, 2021)
      Upon graduation, students make the decision to either become an entrepreneur or an employee. Numerous studies have thus investigated personal and environmental factors that impact this decision. As cognitive styles have become more and more important in determining individual and organisational behaviour, and as they are presumed to provide new valuable insights over and above other personal factors, they provide the ideal focus to further explore this career choice. In this article, we aim to explore how creating, planning, and knowing cognitive style relate to entrepreneurial attitudes, intentions, and career choices. Using the Theory of Planned Behaviour, in a first sample, we investigate the direct and indirect impact that cognitive styles have on entrepreneurial intention through attitudes. In our second sample, we look at how career preferences for entrepreneurship or a more traditional career as an employee are affected by cognitive styles. Using structural equation modelling analysis, this study finds evidence for the importance of creating cognitive style on entrepreneurial outcomes. Additionally, we find evidence for the relationship between planning cognitive style and wanting to be an employee. Knowing style does not lead to either preference. This paper extends the current knowledge on cognitive styles and entrepreneurship by analysing the impact of other cognitive styles than the predominantly used innovative styles and by also exploring its impact on important antecedents of entrepreneurial intentions, such as entrepreneurial attitude and career preferences.
    • Cognitive motivation correlates of coping style in decisional conflict

      Bouckenooghe, Dave; Vanderheyden, Karlien; Van Laethem, Sarah; Mestdagh, Steven (Journal of Psychology - Interdisciplinary and Applied, 2007)
    • Cognitive styles and managerial behaviour: a qualitative study

      Cools, Eva; Van den Broeck, Herman (Education + Training, 2008)
    • Cognitive Styles and person-environment fit: Investigating the consequences of cognitive (mis)fit

      Cools, Eva; Van den Broeck, Herman; Bouckenooghe, Dave (European Journal of Work and Organizational Psychology, 2009)
    • Cognitive styles in an international perspective: Cross-validation of the Cognitive Style Indicator

      Cools, Eva; De Pauw, Ann-Sophie; Vanderheyden, Karlien (Psychological Reports, 2011)
    • Cognitive styles, user acceptance and commitment to strategic plans in public organizations : An empirical analysis

      George, B.; Desmidt, S.; Cools, Eva; Prinzie, Anita (Public Management Review, 2018)
      Given the lack of insights into the micro-determinants of strategic planning (SP) in public organizations, this study uses information-processing theory and self-efficacy theory to investigate individual-level predictors of commitment to strategic plans among planning team members (PTMs). Specifically, we investigate whether plan commitment is contingent upon the fit between PTMs' preferred way of information-processing (i.e. their cognitive style) and the information-processing characteristics underlying SP processes in public organizations. Based on data gathered with 439 PTMs from 203 Flemish municipalities, we find that PTMs with a creating and planning style are committed to strategic plans because they deem SP useful.
    • Compelling parties to mediate: Recipe for success or slippery slope?

      Jordaan, Barney (Tijdschrift Conflicthantering, 2017)
    • Competentieontwikkeling in tijden van crisis. Vijf trends in Vlaamse organisaties

      Willemse, Ine; De Hauw, Sara; Van Laere, Kirby; De Vos, Ans (Over.Werk, 2011)
    • Controversy without conflict: How group emotional awareness and regulation can prevent conflict escalation

      Boros, Smaranda (Group Decision and Negotiation, 2020)
      We investigate whether group emotional awareness can prevent the escalation of controversy into conflict in project teams. We propose that group emotional awareness mitigates the impact of initial task conflicts on the development of group emotion regulation. This, in turn, prevents the escalation of task into relationship conflicts. We test our proposed model through a longitudinal design on project teams over the duration of a 3-month project, from the onset of their work together till the completion of the project. Group emotional awareness mitigates the impact of high levels of initial task conflict on the development of emotion regulation: the latter lacks conditions to develop when group emotional awareness is low and groups experience task conflict and can only develop under high emotional awareness conditions. Once in place, group emotional regulation reduces the likelihood of task conflicts escalating to relationship conflicts.