• 10 Truths about negotiating

      Jordaan, Barney (2017)
      Key insights: Listen in a way that encourages others to talk. Talk in a way that will encourage others to listen. Be prepared – those who prepare best do best. Try to see issues through the eyes of the other party. Adopt a positive mindset. Focus on creating and claiming value.
    • 4 Myths about employee engagement

      Dewettinck, Koen; Van Cauwenberg, Silke (2017)
    • 4 Observations about generation Y

      Buyens, Dirk; Van Cauwenberg, Silke (2016)
      Key insights: For Generation Y, the need to make friends in the workplace is no longer as crucial. Work-home balance is becoming increasingly important for new employees. Less and less employees are willing to promise a flexible attitude towards their employers. Generation Y employees don’t necessarily want to change employer
    • A framework for assessing commitment to change. Process and context variables of organizational change

      Devos, Geert; Van den Broeck, Herman; Vanderheyden, Karlien (2002)
      Major organizational changes yield limited success. Failure of change is frequently due to a lack of commitment and motivation of the employees who have to implement the change. In this paper a framework is developed in which employees' emotional involvement and their commitment to change is explained by change process variables and internal context variables. The process variables refer to the different aspects organizations have to follow in implementing fundamental changes. The internal context variables are located at the organizational, work unit and individual level. We found that emotional involvement is an important mediating variable between change process and context variables and commitment to change. To explore the merits of this framework, we studied the perceptions of employees involved in major changes of different organizations. Results indicated that the organization's change history, jobsatisfaction, participation in the change process, availability of time and emotional involvement are important variables in understanding commitment to change. Study findings are discussed and implications for research and theory-building are suggested. Key words: organizational change, commitment, emotional involvement
    • Adaptive leadership: Shape your path through turbulence

      De Stobbeleir, Katleen; Peeters, Carine; Pfisterer, Matthias; Muylle, Steve (2019)
      The findings of the study are described in the white paper ‘Adaptive Leadership: shape your path through turbulence’. With the aim of providing practical relevance, the white paper also offers concrete examples from the corporate world to help other organisations and their leaders reflect on how to boost adaptiveness. One of the elements is a checklist that gives leaders recommendations on how to strengthen their adaptive leadership behaviour.
    • An exploration of the cognitive style profiles among entrepreneurs

      Bouckenooghe, Dave; Van den Broeck, Herman; Cools, Eva; Vanderheyden, Karlien (2005)
      In this article we reopen the search for those features that distinguish entrepreneurs from non-entrepreneurs. Because the trait psychology approach failed to fulfill this promise the cognitive psychology approach was adopted. The exploration of cognitive styles among 497 entrepreneurs and 521 non-entrepreneurs in Flanders distinguishes six profiles: omnipotent thinkers, lazy thinkers, pacesetters, experts, inventors, and implementors. A comparison of both groups yields differences in the prevalence of inventors and implementors. We find significantly more inventors in the group of entrepreneurs and significantly more implementors in the group of non-entrepreneurs. Finally, the results of this study also indicate that entrepreneurs may differ in the cognitive style profiles they hold. Keywords: cognitive styles, entrepreneurs, non-entrepreneurs, cluster analysis
    • An exploratory study on principals' conceptions about their role as school leaders

      Bouckenooghe, Dave; Devos, Geert (2007)
      This inquiry, by means of the case study method, explored how the conceptions of principals about their role of school leader contribute to a better understanding of their behavior and the impact on school climate. The results showed that differences of how principals conceive their role as a leader affect indirectly through their leadership practices (i.e. initiating structure and supportive leadership), the unity in vision, collegial relations, collaboration, innovativeness and satisfaction of teachers. Based on a content analysis of interviews with 46 Belgian school leaders we distinguished three profiles: (1) the ‘people minded profile' with an emphasis on people, educational matters and thus on creating a professional teaching community, (2) the ‘administrative minded profile' with the focus on paperwork and the implementation of formal procedures and rules, and (3) the ‘moderate minded profile' with no explicit preference for people, educational or administrative matters. Drawing on three prototypical cases we described in depth that these types of principals often work under different school climate conditions. We relied on semi-structured interviews to gather data on principals' thoughts about their role as school leaders. Also, survey questionnaires were administered among 700 teachers in 46 schools to assess several features of school climate (i.e. goal orientedness, participation, formal and informal relationships, innovativeness), satisfaction of teachers, and leadership role behavior (i.e. initiating structure and supportive leadership behavior).
    • An inquiry on the relationship between self-other agreement on supervisor's transformational leadership and subordinates' assessment of supervisor's performance

      Ertürk, Alper; Verbrigghe, Jasmijn; Van den Broeck, Herman (2013)
      Given the importance of the extent to which supervisors and their subordinates agree in their assessment of supervisors' leadership, this study investigates the possible relationship between self-other agreement on supervisors' transformational leadership and subordinates' perceptions of supervisors' in-role and extra-role performance, through the mediating role of leader member exchange. Self-other agreement was conceptualized as the degree of congruence between supervisors' self-assessment and subordinates' assessment of supervisors' transformational leadership. Data were collected from 36 supervisors and 189 of their subordinates. Statistical analyses revealed that self-other agreement on vision and individual support are positively associated with subordinates' perception of leader member exchange, and in turn leader member fully mediates the relationship between self-other agreement and subordinates' perceptions regarding their supervisors' performance. Additionally, results from polynomial analyses indicate that subordinates' ratings of LMX would be higher for in-agreement/good and underestimator supervisors, and would be lower for in-agreement/poor and overestimator supervisors. Some managerial implications are also discussed.
    • Change recipients' attitudes toward change: a review study

      Bouckenooghe, Dave (2009)
      In this paper, we present a meta-heuristic algorithm for the resource-constrained project scheduling problem with discounted cash flows. We assume fixed payments associated with the execution of project activities and develop a heuristic optimisation procedure to maximise the net present value of a project subject to the precedence and renewable resource constraints. We investigate the use of a bi-directional generation scheme and a recursive forward/backward improvement method from literature and embed them in a meta-heuristic scatter search framework. We generate a large dataset of project instances under a controlled design and report detailed computational results. The solutions and project instances can be downloaded from a website in order to facilitate comparison with future research attempts.
    • Cognitive styles and person-environment fit: an inquiry on the consequences of cognitive (mis)fit

      Cools, Eva; Van den Broeck, Herman (2007)
      There is currently considerable interest in the key elements of person-environment fit to understand vocational behaviour and to develop strategic human resource management practices. In the light of this interest, we wanted (1) to investigate with the new Cognitive Style Indicator whether people within similar functions have similar cognitive styles, and (2) to examine the consequences of cognitive (mis)fit on three work attitudes. We used two large-scale databases (N = 24,267 and N = 2,182) to address these issues. We identified mainly a knowing-oriented cognitive climate in finance, information technology (IT), and research and development (R&D) functions, a planning-oriented cognitive climate in administrative and technical and production functions, and a creating-oriented cognitive climate in sales and marketing functions and general management. Furthermore, our findings demonstrated that people with a creating style show more job search behaviour and intention to leave than people with a planning style, irrespective of the cognitive climate they are working in. We contribute to increased understanding of the influence of cognitive styles on organisational behaviour and work attitudes. This study is relevant for selection and recruitment policies of organisations and in the context of training, job design, and workforce planning.
    • Determinants of negotiators's initial offer

      Buelens, Marc; Van Poucke, Dirk (2001)
    • Development of the loss aversion questionnaire

      De Baets, Shari; Buelens, Marc (2012)