Search results

The purpose of this paper is to argue that the adaptation of the principled negotiation approach within organizations demonstrates similarities with the adaptation of evidence-based management and is the result of cognitive biases and cultural values instead of specific and conscious choices within the adopted negotiation style.

The adaptation of principled negotiation and evidence-based management are considered as a lack of willingness to be innovative at the organizational level, and when these ideas are introduced will meet resistance.

The analysis of the principled negotiation approach as an approach which – similar to evidence-based management – is vulnerable to cognitive biases and cultural values offers a solution on how to effectively adapt this approach within organizations.

Implications for research include a research design to test the assumptions of this paper to consider principled negotiations and evidence-based management approaches as innovative approaches.

Organizations and decision makers within organizations can benefit from the analysis in this paper.

Companies and parties in a negotiation phase can benefit from the analysis by paying attention to the cognitive biases and cultural values of the other parties rather than paying attention to the first offer and the choices made in the negotiation.

This is the first paper to analyze principled negotiations from an evidence-based management perspective.

The purpose of this paper is to offer insights regarding the consequences of relationship conflict among employees in terms of their task performance, contextual performance and turnover intentions. Utilizing a resource depletion approach in the backdrop of Conservation of Resources theory, it is hypothesized that the three-dimension burnout (exhaustion, cynicism and interpersonal strain) play a mediating role in influencing the linkages between relationship conflict and outcomes.

Data were collected from 306 telecom engineers and their supervisors and analyzed using structural equation modeling to test the interrelationships among the study constructs.

Results indicated that relationship conflict is negatively related to task performance and contextual performance and positively relates to turnover intentions, and that the three dimensions of job burnout, i.e. exhaustion, cynicism and interpersonal strain at work, distinctively mediate the linkages between relationship conflict, task and contextual performance and turnover intentions.

This study explores how relationship conflict transmits its effect to job performance and turnover intentions through mediation of burnout. All in all, the findings have important practical as well as theoretical implications for managers and academicians alike.

In this study the Core4 model is proposed as a new model of leader behaviour.

Two independent samples were used to test the construct validity of this model in comparison to a seven-factor transformational/transactional leadership model. Next, convergent and discriminant validity of the Core4 model were examined. The Core4 Leadership Questionnaire was also tested for multigroup invariance. Predictive validity of the Core4 model was compared to that of a transformational/transactional model.

Results showed that the Core4 model better fitted the data than the transformational/transactional model. A seven-factor transformational/transactional model could not be established. The findings supported convergent and discriminant validity. The Core4 Leadership Questionnaire was not completely invariant across manufacturing and service organisations, but seems appropriate for application in different environments. The Core4 model was more strongly related to the criterion variables than a four-factor transformational/transactional leadership model.

This research shows that the Core4 model offers a valid alternative for the transformational/transactional model of leader behaviour.

Human resource (HR) process research emerged as a response to questions about how (bundles of) HR practices related to organizational outcomes. The goal of HR process research is to explain variability in employee and organization outcomes by focusing on how HR practices are intended (adopted) by senior managers, the way that these HR practices are implemented and communicated by line managers, and how employees perceive, understand, and attribute these HR practices. In the first part of this chapter, we present a review of 20 years of HR process research from the start, to how it developed, and is now maturing. Within the body of HR process research, several different research theoretical streams have emerged, which are largely studied in isolation without benefiting from each other. Therefore, in the second part of this chapter, we draw on previous work to propose a staged process model in which we integrate the different research streams of HR process research, recognizing contingencies in the model. This leads us to an agenda for future research and practical implications in the final part of the chapter.

This study focuses on the relationship between cohesion, consensus in the perception of leadership style of the supervisor within teams and solidarity behaviour of employees towards their supervisor (vertical solidarity behaviour) and towards other team members (horizontal solidarity behaviour).

According to the self‐categorisation theory, which elaborates on the social identity theory, hypotheses for the relationship between consensus in perception within teams, cohesiveness within the teams and vertical and horizontal solidarity behaviour of employees were formulated. The hypotheses were tested in a study with 193 employees within 35 teams in a Dutch Ministry.

As expected, consensus in leaders' perception and cohesiveness within the team were positively related for transformational leadership style. Results from multi‐level analyses showed, as expected, a positive relationship between cohesiveness and horizontal solidarity behaviour. For vertical solidarity behaviour an interaction effect was found: the relationship between cohesiveness and vertical solidarity behaviour is positive if employees perceive their supervisor as high transformational, but is slightly negative if employees perceive their supervisor as low transformational.

The finding that consensus in transformational leader's perception within teams is related to the cohesiveness of a team support the self‐categorization theory. On the other hand cohesiveness is only related to vertical solidarity behaviour when the supervisor is perceived as high transformational.

The different results mean that it make sense to distinguish between horizontal and vertical solidarity behaviour. In addition, they show the impact of consensus in the perception of leadership style on cohesion.

In this introduction of the special issue “Trust, conflict and cooperative behaviour” the focus of the special issue is introduced: because al lot of attitudinal and behavioural employees' outcomes are based on reciprocity, they should be examined as a characteristic of relationships instead of a characteristic of employees.

On a theoretical level reciprocity within organizations is considered by means of the social embeddedness approach and by means of leader member exchange.

Although reciprocity in relationships is well recognised in the academic literature seemingly little empirical work has been conducted on reciprocity in manager‐subordinate and subordinate‐subordinate relationships.

In this special issue, we try to fill in this gap and focus on the reciprocity within relationships to explain trust, conflict and cooperative behaviour within organisations.

This paper aims at contributing to the debate on organisational citizenship behaviour (OCB) by developing a theory‐driven measure of cooperative behaviour within organisations, called organisational solidarity (OS).

Data are gathered through a survey among 674 employees from nine organisations. Scales are constructed using the multiple group method. OLS regression is used to test the hypotheses.

The data analyses show that reciprocity is an important mechanism to bring about cooperation within organisations. Based on this, a distinction is made between horizontal and vertical OS.

The major shortcoming of this research is that some of the results may be influenced by same source bias. The research implies that cooperative types of employee behaviour – such as OCB – depend on the behaviour of others. Furthermore, these kinds of behaviour can be divided into a horizontal and a vertical dimension.

The findings suggest that supervisors can play a facilitating role in creating and sustaining cooperative behaviour of employees.

This paper contributes to the literature on OCB by examining how this kind of behaviour is affected by the behaviour of supervisors and co‐workers. Secondly, whereas other articles focus on either horizontal or vertical dimensions of cooperative behaviour, this paper focuses on both dimensions simultaneously.

The goal of this study was to examine individual, relational, and organizational determinants of negotiation behavior (problem solving, contending, yielding, and avoiding) between planning and marketing departments in manufacturing organizations. Results from a study among 41 managers and 85 planning and marketing employees within 11 firms showed that individual personality, perceived interdepartmental interdependence, and organizational strategy were each related to the negotiation behavior of department members. Desirable negotiation behavior—specifically, the problem‐solving approach—was more likely when individuals were extraverted and agreeable, when employees perceived high interdepartmental interdependence, and when organizations did not have a low‐cost strategy. Contending was more likely when individuals were extraverted and disagreeable, and yielding was more likely when department members perceived a power advantage vis‐à‐vis the other department. All four styles of negotiation behavior were more likely the less the organizations had a low‐cost strategy. These findings provide guidance to organizations in their efforts to encourage constructive negotiation behavior between departments.

This study focuses on the relationship between informal relationships, work ethics and (short‐time) absenteeism. According to self‐categorisation theory, which elaborates on the social identity theory, hypotheses were formulated for the relationship between consensus in work ethics within teams, informal relationships (cohesiveness) and short‐term absenteeism. The hypotheses were tested within two Dutch organisations: study 1 concerns a housing corporation (n=53, eight teams), and study 2 concerns a nursing home (n=97, nine teams). As expected, consensus in work ethics and cohesiveness within a team were positively related. Results from multi‐level analyses showed as expected, a negative relationship between cohesiveness within a team and short‐term absenteeism of employees. Furthermore, an interaction‐effect was found in the first study, but not in the second: the more cohesive the team, the stronger the relationships between work ethics and short‐term absenteeism. Findings are discussed in terms of recommendations for further research and practical implications.