Papers by Hans Doorewaard
Cross-Cultural Research, 2010
This study examined cross-national invariance of Meyer and Allen's (1991) three-component model o... more This study examined cross-national invariance of Meyer and Allen's (1991) three-component model of organizational commitment using samples of university faculty from six European countries. The analysis revealed strict factorial measurement invariance of affective, continuance, and normative commitment constructs. While the samples failed to differ in affective and continuance commitment, substantial cross-national differences were found for normative commitment. Results showed an invariant zero correlation between affective and continuance commitment and normative commitment associated positively with affective and continuance components. Procedural justice predicted affective and less strongly normative commitment but it had no effect on continuance commitment. A positive link with job performance was found for affective commitment, a negative one for continuance commitment and no association for normative commitment. Results by and large support the generalizability of the tri-partite organizational commitment model to the European context.
Personnel Review, 2002
The purpose is to analyse the impact of team responsibility (the division of job regulation tasks... more The purpose is to analyse the impact of team responsibility (the division of job regulation tasks between team leader and team members) on team performance. It bases an analysis on 36 case studies in The Netherlands which are known to have implemented team-based work. The case studies were executed in 1997 by means of face-to-face interviews with HRM staff and line management. It concludes from the analyses that two different types of team responsibility prevail. In a``hierarchical team'' team leaders take responsibility for decisions concerning work preparation, support and control, while in the``shared-responsibility team'' decisions are taken by the team members themselves. The analyses show that``sharedresponsibility teams'' are thought to contribute more substantially to team performance outcomes than``hierarchical teams''. The analysis helped gain a better understanding of the relationship between HRM and organisation performance, as it is viewed in the``human resource-based view of the firm''.
Encyclopedia of Case Study Research, 2010
Encyclopedia of Case Study Research, 2010
Journal of Brand Management, 2008
Building strong brands has become one of the main marketing priorities for brand-supportive compa... more Building strong brands has become one of the main marketing priorities for brand-supportive companies. The leading positivist paradigm in marketing may not be, however, the most-effective perspective in identifying branding opportunities. This paper offers an alternative phenomenological point of view by applying the innovative systems constellation technique within the soft systems methodology to identify new branding opportunities. A case study
Higher Education Policy, 2008
Work, Employment & Society, 2004
ABSTRACT Hakim’s Preference Theory on the heterogeneity of the work-life preferences of women, an... more ABSTRACT Hakim’s Preference Theory on the heterogeneity of the work-life preferences of women, and in particular its implicit assumption that a woman’s preference to work or to stay at home is based on her personal choices, has frequently been criticized. Other researchers emphasize the constraining influence that a woman’s personal, financial and family situation can have on her preferences. Our article aims at contributing to this debate by analysing the work orientations of female returners, in themselves a particular job-seeking category which differs noticeably from other categories in regard to their central motivation when considering whether or not to re-enter a paid job. Our research indicates that older female returners are more job and people oriented than younger ones. Female returners with a lower level of education and female returners with financial problems are money oriented, whereas higher educated female returners and female returners who are financially well off show more of a job orientation. Surprisingly, the presence of young children in the household does not significantly influence the work orientations of female returners.
Research in Higher Education, 2009
To achieve efficient and effective quality improvement, European universities have gradually adop... more To achieve efficient and effective quality improvement, European universities have gradually adopted organizational strategies, structures, technologies, management instruments, and values that are commonly found in the private business sector. Whereas some studies have shown that such managerialism is beneficial to the quality of job performances of university employees, others have argued that managerialism is largely counterproductive and that it results in lower performances. The latter situation is called a 'managerialism contradiction'. This paper tests two lines of reasoning underlying a potential contradiction governing the relationship between managerialism and job performances, while using university employee survey data from six European countries (Belgium, Finland, Germany, Netherlands, Sweden, UK). The results tend to support the assumption that managerialism, in these six countries at least, has a positive effect, albeit a modest one, on the quality of performances. The most important conclusion is therefore that there is no managerialism contradiction at work in European universities.
Personnel Review, 2002
The purpose is to analyse the impact of team responsibility (the division of job regulation tasks... more The purpose is to analyse the impact of team responsibility (the division of job regulation tasks between team leader and team members) on team performance. It bases an analysis on 36 case studies in The Netherlands which are known to have implemented team-based work. The case studies were executed in 1997 by means of face-to-face interviews with HRM staff and line management. It concludes from the analyses that two different types of team responsibility prevail. In a``hierarchical team'' team leaders take responsibility for decisions concerning work preparation, support and control, while in the``shared-responsibility team'' decisions are taken by the team members themselves. The analyses show that``sharedresponsibility teams'' are thought to contribute more substantially to team performance outcomes than``hierarchical teams''. The analysis helped gain a better understanding of the relationship between HRM and organisation performance, as it is viewed in the``human resource-based view of the firm''.
Organization, 2001
... to IT Management from a Translation-theory Perspective In the remainder of this article, we a... more ... to IT Management from a Translation-theory Perspective In the remainder of this article, we apply the conceptual ... Plausibilization-based solidification in regard to the Integrated Approach comes into view in two well-known ... In that case, congealment takes the form of re-labeling. ...
Organization Studies, 1998
Journal of Organizational Change Management, 2003
... The Authors. Hans Doorewaard, University of Nijmegen, Nijmegen, The Netherlands. Yvonne Bensc... more ... The Authors. Hans Doorewaard, University of Nijmegen, Nijmegen, The Netherlands. Yvonne Benschop, University of Nijmegen, Nijmegen, The Netherlands. Abstract. ... Portegijs, W. (1993), Jammer dat U Gaat, Pity You are Leaving Jan van Arkel, Utrecht, . ...
Human Resource Management Journal, 2000
To analyse the contribution of HR to a ® rm' s sustainable competitive advantage, literature refe... more To analyse the contribution of HR to a ® rm' s sustainable competitive advantage, literature refers to the resource-based view of the ® rm. The resource-based approach emphasises how an organisation' s internal resource pro® le ± `portfolio of differential core skills and routines, coherence across skills and unique proprietary know-how,' (Mahoney and Pandian, 1992: 369) ± steers the rate and direction of successful strategic diversi® cation. By using an organisation' s exclusive core competencies resource-related diversi® cation offers opportunities to generate and sustain rents in markets, which are characterised by oligopoly or monopolistic competition. The resource-based view of the firm analyses which particular features of internal resources contribute to the sustainability of rents. In accordance with economic insights from industrial organisation theory (Barney and Ouchi, 1986), the resource-based view of the ® rm points at intangibility , `imperfect imitability and imperfect substitutability' . These resource features raise `barriers to imitation' or create `isolating mechanisms' in output markets, which keep competitors at bay. The isolating potential of these mechanisms is the result of the connection between a resource's uniqueness and the competitor's causal ambiguity as to which factors are responsible for superior organisational performance . While recognising that intangibility, imperfect imitability/substitutability are particular features of HR, researchers and practitioners have taken an interest in the resource-based view of the firm (
Health-care institutions face a strategic HR dilemma. They need to attract female doctors from a ... more Health-care institutions face a strategic HR dilemma. They need to attract female doctors from a tight, feminised labour market by offering family-friendly HR practices (e.g. part-time employment), often based on collective labour agreements, while trying to contain their labour costs by employing as many full-timers as possible. In this study, we investigate which family-friendly arrangements serve health-care institutions' HR strategies best in terms of retaining female doctors' working hours. Data collected in 2008 from 1,070 Dutch female doctors indicate that offering family-friendly HR practices such as flexible working hours (in contrast to part-time working) minimise the strategic HR dilemma, since it offers scope for improving the work-life balance without encouraging female doctors to work less hours. However, the effect of family-friendly arrangements on working hours is dependent on the family-friendly workforce philosophy: only with proper support for career goals do women using family-friendly arrangements work more hours.
Group & Organization Management, 2005
In this article, we present a qualitative discussion of 28 empirical studies on self-managing tea... more In this article, we present a qualitative discussion of 28 empirical studies on self-managing team-work and psychological well-being. We address three questions: (a) Which variables did they include and which results did they obtain?; (b) How did authors deal with issues of level of theory, measurement, and analysis?; and (c) Do such level issues affect the results of the studies?
Gender, Work and Organization, 1998
This article analyses gendering processes in two distinct models of work organization. It is a wi... more This article analyses gendering processes in two distinct models of work organization. It is a widespread belief that, compared to hierarchical (Tayloristic) organizations, team-based work offers opportunities for a high quality of working life to a broader range of employees, both men and women. Our research, however, suggests that gender inequality is (re)produced in both settings and results from the so-called gender subtext. The gender subtext is the set of often concealed power-based processes (re)producing gender distinction in social practices through organizational and individual arrangements. We draw a comparison between the gender subtext of Tayloristic and team-based work organizations through a theoretical analysis, illustrated by empirical data concerning the functioning of the gender subtext in organizations in the Dutch banking sector. Taylorism and team-based work differ in their conceptualization of organization and job design, but, when it comes to the gender subtext, it is six of one and half a dozen of the other. We argue that in both approaches a gender subtext contributes to the emergence of different but gendered notions of the 'disembodied worker'. In both cases the notion of the abstract worker is implicitly loaded with masculine connotations. This gender bias is supported by two factors influencing the gendering of jobs: the gender connotations of care responsibilities and of qualification profiles. These implicit connotations produce and reinforce unequal opportunities for men and women to get highly qualified or management jobs. Our research, therefore, questions the self-evidence of stating that team-based work will offer opportunities for a higher quality of working life for women.
Economic and Industrial Democracy, 1999
This article presents the major findings of a research project for the European Union on the deve... more This article presents the major findings of a research project for the European Union on the development of promotion of employee ownership and profit sharing, known as PEPPER schemes, and the diffusion of these schemes throughout Europe. Since the first PEPPER report in 1991, the general situation of government policy on financial participation schemes in EU countries has improved slightly.
Cross-Cultural Research, 2010
The research reported here was sparked by the meta-analysis of organizational commitment studies ... more The research reported here was sparked by the meta-analysis of organizational commitment studies by and their conclusion that an important next step in establishing the generalizability of the three-component commitment model is evaluating its validity in other countries. They strongly recommended that the affective, continuance, and normative commitment scales frequently administered in the USA and Canada, be examined outside North America as well. A key concern when extending the model to other countries is whether the instruments designed to measure the three forms of commitment are cross-nationally equivalent. For comparisons across countries to be justified, the underlying constructs have to exhibit
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Papers by Hans Doorewaard