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- Volume 18, Issue 5, 2005
Gedrag & Organisatie - Volume 18, Issue 5, 2005
Volume 18, Issue 5, 2005
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Determinanten van innovatief gedrag: een onderzoek onder kenniswerkers in het MKB
Auteurs: Jeroen P.J. de Jong & Deanne N. den HartogDeterminants of innovative behavior: A study among SME knowledge workersDeterminants of innovative behavior: A study among SME knowledge workers
Jeroen P.J. de Jong & Deanne N. den Hartog, Gedrag & Organisatie, Volume 18, October 2005, p. 235-259.
In order to develop new products, services and/or better work processes in organizations, innovative behavior of individual employees is an important requirement. This also applies to knowledge workers in small and medium-sized enterprises such as consultancy, research and engineering firms. Yet, in previous research SME knowledge workers' determinants of innovative behavior have rarely been examined. This study investigates the relationship between a strategic organizational focus on innovation and innovative behavior of knowledge workers. It also explores the moderating influences of various work and environmental characteristics. Multilevel analyses, applied on survey data from 360 knowledge workers in 36 firms, show that a strategic focus on innovation is positively related to the innovative behavior of knowledge workers. The effect increases when specific work characteristics apply, namely perceived job variation, job autonomy and an innovative working climate. Moreover, some work characteristics are directly related to innovative behavior of employees: once again variation and autonomy, as well as having frequent external contacts. Finally, the analysis demonstrates that knowledge workers behave more innovative in sectors where competition is based on new or improved products and services.
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Werk/privé-cultuur en de houding van managers ten aanzien van werk/privé-beleid in de financiële sector
Auteurs: Laura den Dulk & Judith de RuijterWork-life culture and attitude of managers towards work/non-work policies in the financial sectorWork-life culture and attitude of managers towards work/non-work policies in the financial sector
Laura den Dulk & Judith de Ruijter, Gedrag & Organisatie, Volume 18, 2005, pp. 280-295.
What attitudes do managers in the financial sector hold towards work/non-work policies, such as flexible working hours and parental leave? To what degree do managers support requests of employees who want to exercise these policies and to what extent are their attitudes influenced by organizational culture? Attitudes of managers were measured in a vignette study in three organizations in the financial sector. Organizational culture was measured independently, through a survey among a sample of employees. The findings show that the more an organization supports the work/non-work balance, the more positively its managers respond to employee requests. In general, managers assess requests of female employees more positive than male employees' requests. Furthermore, characteristics of both the request itself and the employee filing the request, influence managers' assessments especially if the organizations' attitude towards work-life balance is ambiguous.
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Leiderschap in verandering
Door Janka StokerLeadership in changeLeadership in change
Janka Stoker, Gedrag & Organisatie, Volume 18, October 2005, pp. 260-279.
In the process of organizational change, executives are an important factor for failure or success. Managers not only manage the change process, often they themselves are an object of change. This demands a double role of executives. Organizations put a lot of effort in defining the desired executive role, but very often this doesn't exceed the level of jargon and sloganizing. Research shows that there are considerable discrepancies between perceptions of executives and employees. Executives feel they live up to expectations, whereas employees perceive little change in leadership. Moreover, this study shows that the desired leadership is not always the most effective. The article gives possible explanations for these outcomes and describes how the two roles of executives in change processes interrelate. Playing the two roles demands of executives that they first change themselves, in order to subsequently be able to manage others. Therefore they need to gain insight to their own functioning.
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Volumes & issues
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Volume 37 (2024)
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Volume 36 (2023)
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Volume 35 (2022)
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Volume 34 (2021)
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Volume 33 (2020)
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Volume 32 (2019)
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Volume 31 (2018)
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Volume 30 (2017)
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Volume 29 (2016)
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Volume 28 (2015)
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Volume 27 (2014)
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Volume 26 (2013)
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Volume 25 (2012)
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Volume 24 (2011)
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Volume 23 (2010)
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Volume 22 (2009)
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Volume 21 (2008)
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Volume 20 (2007)
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Volume 19 (2006)
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Volume 18 (2005)
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Volume 17 (2004)
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