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In this impact paper, I outline how a new inclusion theory generated non-scholarly impact even before it was published and share my personal experiences with mental and institutional barriers to creating that impact. With this, I hope to (1) help readers relate to and understand the issues that they are facing in creating impact and (2) inspire academics and academic institutions to remove obstacles to creating impact.

After outlining the new theory and the impact it has generated, I autobiographically describe the barriers to impact that I experienced, split up into two categories: mental and institutional barriers.

I discerned six main barriers that I had to overcome. Three of these are mental obstacles: impact order beliefs, prioritizing impact and a lack of examples. The other three are institutional obstacles: a lack of incentives for doing impact work, a lack of resources and an incompatibility between the impact form and the institutional environment.

It can be daunting to hear about the impact that others are having when the journey to get there is being left out and success stories run the risk of pretending that there were no or only a few obstacles involved. In sharing the struggles involved with doing an impact in my particular case, I hope to provide a more realistic insight into the barriers that one is likely to face in doing impact and issue a wider call for removing barriers to making impact.

Early research on overqualification suggested that overqualification is primarily associated with negative attitudes and behavior. As a consequence, hiring practitioners were advised against hiring overqualified job applicants. However, recent studies have revealed that there are several potential positive consequences of overqualification. Given this change in perspective on overqualification, we examine how hiring practitioners nowadays look at overqualified job applicants, and what their considerations are for hiring an overqualified job applicant or not.

We have interviewed 33 hiring practitioners to examine their attitudes and considerations toward hiring overqualified job applicants.

Results show that hiring practitioners are aware of potential positive as well as negative consequences of overqualification and consider a variety of factors to assess how beneficial hiring an overqualified candidate will be. These factors fall under three categories: Individual considerations, interpersonal considerations and contextual considerations.

We show that overqualification is not a stigma anymore and that the decision to hire an overqualified job applicant or not depends on a mixture of factors that are carefully considered. Two of these three considerations transcend the individual level (i.e. the overqualified person), whereas most research and theories on the consequences of overqualification do not go beyond the individual level. As such, our findings call for more theory and research on interpersonal and contextual factors shaping the consequences of overqualification.

Refugees’ inclusion at work is critical for the individual, for employers and for the receiving societies. Yet, refugees are often disadvantaged in working life or are being excluded from the labor market altogether. The purpose of this paper is to examine barriers and facilitators to refugees’ inclusion at work at the individual, organizational and country level, and pay particular attention to how the three levels relate to each other in shaping inclusion and exclusion of refugees at work.

The authors conducted 18 interviews with employed refugees, employers and experts from governmental and non-governmental institutions in the Netherlands.

Based on the theoretical structure, 13 themes emerged from the interview material – 5 themes at the individual level, 4 at the organizational level and 4 at the country level. The authors also found indicators for an interplay of barriers and facilitators across levels.

This is a small study conducted in the Netherlands, providing several starting points for future research.

The authors provide recommendations for refugees, employers and policy makers aimed at addressing barriers and leveraging facilitators of refugees’ inclusion at work.

The organizational level, which diversity research has shown to affect minority group members’ inclusion at work, is rarely taken into account in refugee research. Based on the cross-level analysis, the authors identify patterns of interplay between the three levels and provide a relational framework of refugees’ inclusion at work.

HRM is supposed to increase job satisfaction. But does it also increase client satisfaction? Sets out to discuss this issue.

The unit of analysis is the home. Using data from a benchmark study among Dutch homes for elderly care, 154 homes were scored on three groups of indicators: HRM activities as experienced by employees, employee satisfaction, and client satisfaction. Scores were based on interviews with 3,542 patients and surveys of 12,193 employees.

HRM does affect job and client satisfaction. Correlations between HRM and client satisfaction were generally rather low. Employees’ satisfaction with their organisation is a better predictor of client satisfaction than job satisfaction. Job‐related training showed no relation with job satisfaction, but a clear relation with client satisfaction, while leadership style of their manager had a significant relation with job satisfaction, and a more limited one with client satisfaction. Regular performance reviews are important for job satisfaction and client satisfaction. Employee and client satisfaction can also conflict: more regular schedules increase employee satisfaction, but decrease client satisfaction.

To decide on best practices the correlations found need to be explained. For instance, why do performance reviews correlate with employee satisfaction and with client satisfaction about employee expertise?

These results confirm the importance of the leadership style of line managers. Helping middle management to develop a supportive and transparent leadership style can improve employee satisfaction. The HRM activity most relevant for client satisfaction seems to be job‐related training.

The paper is unique in combining data on employee and client satisfaction. It is of interest both to HRM researchers and to health‐care management.

The purpose of this study is two‐fold. The first is to relate the negative image of older workers to stereotype threat and to propose that effective retention management should start by replacing this negative image. The second is to assess the needs, perceptions and preferences of older workers regarding their career‐ending.

A total of 266 employer questionnaires and 1,290 older worker questionnaires identified the employers' perceptions of older workers and the career‐ending needs and preferences of older workers.

The results provide indirect support for the hypothesis that the negative image of older workers forms a self‐fulfilling prophecy due to the mechanisms of stereotype threat. Furthermore, the results indicate that job involvement plays a crucial role in the preference for retirement or to keep on working.

Stereotype threat promises to be very important when it comes to career‐ending measures for older workers. However, the empirical design of the study limits the possibility of drawing direct inferences about the effects of stereotype threat on older workers.

Measures and policies aimed at prolonging the participation of older workers at the labor market should be tailored to the specific needs, perceptions and preferences of older workers.

The concept of stereotype threat has never been connected with the perceptions of older workers. Further, the assessment of the needs, perceptions and preferences related to the career‐ending of older workers has never before been examined in a European study.

In examining whether social exchange or social identity mechanisms drive the relationship between ethical leadership and unethical pro-organizational behavior (UPB), the purpose of this paper is to argue that the mechanism linking ethical leadership and UPB varies for different levels of job autonomy.

Data were requested from 225 employees in several Dutch organizations, of which 156 questionnaires were returned. The authors used multilevel path analysis in MPlus to test the hypotheses, which allows for simultaneous estimation of different regression equations and for testing the significance of indirect effects.

In line with the hypotheses, results revealed a direct relationship between ethical leadership and UPB when followers have little job autonomy. For followers high on job autonomy, the authors found that ethical leadership relates to UPB via organizational identification.

It is advised to use ethical leadership with care when it focusses on reciprocity and identification. The results suggest that followers may be inclined to justify their unethical actions by appealing to the principle of higher loyalty – believing they are just doing what the organization wants them to do.

Previous research has used social learning theory to show that ethical leadership is likely to stimulate and transfer ethical norms and behaviors. The current study however demonstrates the reciprocal and dark side of ethical leadership, as the authors found that ethical leadership can encourage UPB for followers with low job autonomy.

In this paper we develop a new semi-parametric model for conditional correlations, which combines parametric univariate Generalized Auto Regressive Conditional Heteroskedasticity specifications for the individual conditional volatilities with nonparametric kernel regression for the conditional correlations. This approach not only avoids the proliferation of parameters as the number of assets becomes large, which typically happens in conventional multivariate conditional volatility models, but also the rigid structure imposed by more parsimonious models, such as the dynamic conditional correlation model. An empirical application to the 30 Dow Jones stocks demonstrates that the model is able to capture interesting asymmetries in correlations and that it is competitive with standard parametric models in terms of constructing minimum variance portfolios and minimum tracking error portfolios.

This chapter develops a return forecasting methodology that allows for instability in the relationship between stock returns and predictor variables, model uncertainty, and parameter estimation uncertainty. The predictive regression specification that is put forward allows for occasional structural breaks of random magnitude in the regression parameters, uncertainty about the inclusion of forecasting variables, and uncertainty about parameter values by employing Bayesian model averaging. The implications of these three sources of uncertainty and their relative importance are investigated from an active investment management perspective. It is found that the economic value of incorporating all three sources of uncertainty is considerable. A typical investor would be willing to pay up to several hundreds of basis points annually to switch from a passive buy-and-hold strategy to an active strategy based on a return forecasting model that allows for model and parameter uncertainty as well as structural breaks in the regression parameters.

This article describes the development and initial experiences of Design Your Life, a new design approach implementing user-initiated design of technological environments that support autistic young adults to live independently.

This article makes use of a phenomenological Research-through-Design approach. Investigation of possible ways in which a set of four guiding principles could be applied into a design toolkit for autistic young adults and their caregivers by means of three design case studies was conducted. Promising methods from the design practice and literature were applied and contrasted with the lived experiences and practical contexts of autistic young adults and their caregivers.

This exploratory research yielded several important insights for the design direction of Design Your Life. Reflecting on how the guiding principles played out in practice it was noted that: the case studies showed that stakeholders appreciate the approach. The design principles applied cannot be used without the help of a sparring partner. This suggests that caregivers may be trained in design-thinking to fulfil this role. The Design Your Life method will be iteratively developed, refined and validated in practice.

The presented approach puts design tools in the hands of the people who will use the technology. Furthermore, the approach sees technologies as empowering interventions by which a person can strengthen their own living environment. According to this article, this approach is new for this application. It provides valuable perspectives and considerations for autistic people, caregivers, researchers and policy makers.