TY - CHAP AU - Ligthart, P.E.M. AU - Poutsma, E. PY - 2019 UR - https://hdl.handle.net/2066/209537 PB - Alphen aan den Rijn : B+B Vakmedianet TI - John Delery, David Lepak en Scott Snell, Configuratie, fit en HR-architectuur (hfd 37) EP - 666 SN - 9789462156449 SP - 641 CT - Lange, W. de; Heijden, B. van der; Prins, P. de (ed.), Canon van HRM - 50 theorieën over een vakgebied in ontwikkeling ER - TY - CONF AU - Fu, Y. AU - Ligthart, P.E.M. AU - Kok, R.A.W. AU - Riel, A.C.R. van AU - Dankbaar, B. PY - 2019 UR - https://hdl.handle.net/2066/214244 PB - Leicester (UK) : [S.n.] TI - What influences manufacturing firms to adopt sustainable process technologies? The relative importance of economic and institutional drivers CT - 26th Innovation and Product Development Management Conference N1 - 26th Innovation and Product Development Management Conference, Leicester (UK), 10 juni 2019 ER - TY - CHAP AU - Pendleton, A. AU - Poutsma, E. AU - Ligthart, P.E.M. PY - 2018 UR - https://hdl.handle.net/2066/195731 PB - Cheltenham : Edward Elgar Publishing TI - Financial Participation: the Nature and Causes of National Variation SN - 9781784711122 SP - 15 CT - Brewster, C.; Mayrhofer, W.; Farndale, E. (ed.), Handbook of Research on Comparative Human Resource Management Second Edition ER - TY - CONF AU - Schouteten, R.L.J. AU - Ligthart, P.E.M. AU - Poutsma, E. AU - Kok, R.A.W. PY - 2018 UR - https://hdl.handle.net/2066/197808 PB - Porto, Portugal : [S.n.] TI - The role of HR systems of practices in stimulating different types of innovation CT - 25th Innovation and Product Development Management Conference N1 - 25th Innovation and Product Development Management Conference, 10-13 June, Porto Portugal, 10 juni 2018 ER - TY - JOUR AU - Helmond, C.G.C. van AU - Kok, R.A.W. AU - Ligthart, P.E.M. AU - Vaessen, P. PY - 2018 UR - https://hdl.handle.net/2066/197754 TI - Veel ruimte voor meer digitalisering Nederlandse maakbedrijven EP - 3 SN - 0013-0583 SP - 2 JF - Economisch Statistische Berichten N1 - 23 april 2018 ER - TY - CONF AU - Manresa, A. AU - Bikfalvi, A. AU - Ligthart, P.E.M. AU - Kok, R.A.W. PY - 2018 UR - https://hdl.handle.net/2066/214248 PB - Reykjavik, Iceland : [S.n.] TI - Making Smart Industry Smarter, aligning High quality and flexibility organizational process to digitalization in manufacturing firms CT - European Academy of Management Conference N1 - 19 juni 2018 ER - TY - JOUR AU - Fu, Y. AU - Kok, R.A.W. AU - Dankbaar, Ben AU - Ligthart, P.E.M. AU - Riel, A.C.R. van PY - 2018 UR - https://hdl.handle.net/2066/197677 TI - Factors affecting sustainable process technology adoption: A systematic literature review EP - 251 SN - 0959-6526 IS - iss. December SP - 226 JF - Journal of Cleaner Production VL - vol. 205 DO - https://doi.org/10.1016/j.jclepro.2018.08.268 ER - TY - JOUR AU - Ligthart, P.E.M. AU - Schouteten, R.L.J. AU - Poutsma, E. PY - 2017 UR - https://hdl.handle.net/2066/179780 TI - Employee share schemes in Europe: The influence of US multinationals EP - 92 SN - 0935-9915 SP - 65 JF - Management Revue DO - http://dx.doi.org/10.5771/0935-9915-2017-2-65 DO - http://dx.doi.org/10.5771/9783845283548 ER - TY - CHAP AU - Ligthart, P.E.M. AU - Poutsma, F. AU - Poutsma, E. PY - 2017 UR - https://hdl.handle.net/2066/179783 PB - Bingley, UK : Emerald Group Publishing Limited TI - Sharing in the Company: Introduction to the Volume EP - 4 SN - 9781785609664 SP - 1 CT - Poutsma, E.; Ligthart, P.E.M. (ed.), Sharing in the Company DO - https://doi.org/10.1108/S0885-33392016000017001 ER - TY - CHAP AU - Poutsma, F. AU - Ligthart, P.E.M. AU - Poutsma, E. PY - 2017 UR - https://hdl.handle.net/2066/179764 AB - This chapter investigates the differences in share-plan participation among various employee groups and why these differences exist. For strategic and tactical reasons, inequality may result from an employer’s choice to distinguish among groups when allocating or offering shares. Differences among groups are also based on employee preferences. In addition, differences may be caused by social stratification, which limits access to plans for certain groups. Using these three perspectives, this study found important demographic differences in participation and received benefits. The study revealed that employers tend to focus on high-level personnel. It also found that employees may differ in how knowledgeable they are regarding share plans and how they value the usefulness of participating in share schemes. PB - Bingley, UK : Emerald Group Publishing Limited TI - Who Participates in Share Plans and Why? EP - 76 SN - 9781785609664 SP - 49 CT - Poutsma, E.; Ligthart, P.E.M. (ed.), Sharing in the Company DO - https://doi.org/10.1108/S0885-33392016000017006 DO - https://doi.org/10.1108/S0885-3339201717 ER - TY - CONF AU - Posthuma, R.A. AU - Flores, G. AU - Aquirre, M. AU - Anseel, F. AU - Papascaritei, P. AU - Campion, M.A. AU - Costamagna, R. AU - Grobler, P. AU - Gupta, G. AU - Heloisa, A. AU - Idrovo Carlier, S. AU - Kok, R.A.W. AU - Kemmer, S. AU - Kuskova, V. AU - Lagormasino, R. AU - Levashina, J. AU - Ligthart, P.E.M. AU - Mumford, T. AU - Nguyen, L.D. AU - Pin Arboledas, J.R. AU - Poutsma, F. AU - Sancho, A. AU - Sheehan, M. AU - Schouteten, R.L.J. AU - Steger, T. AU - Suarez Ruz, E. AU - Sasaeta, L. AU - Vossaert, L. AU - Wang, X.H. AU - Poutsma, E. PY - 2017 UR - https://hdl.handle.net/2066/167548 AB - This study provides empirical support for a seven-factor multi-item measure of High Performance Work practices using data from multiple managers working for companies in 18 different countries (N = 3,289). Reliability, generalizability, measurement equivalence, and validity were demonstrated. This measure will facilitate future research on HPWPs. We bring clarity to the field of High Performance Work Practices by creating a consistent measure that can be used across countries and cultures. We studied 3,289 managers working for companies in 18 different countries. Our results show that there are consistencies in the structure of High Performance Work Practices in different contexts. We go further to explain why these practices are effective in enhancing the performance of organizations in different contexts. This will help managers and researchers to better understand how they can increase the efficiency and effectiveness of their operations and to close gaps between managers and researchers. PB - Olando, Florida, USA : [S.n.] TI - Development and Validation of a Cross-National Measure of High Performance Work Practices CT - Society for Industrial and Organizational Psychology, 26 April N1 - Society for Industrial and Organizational Psychology, 27 april 2017 L1 - https://repository.ubn.ru.nl/bitstream/handle/2066/167548/167548.pdf?sequence=1 ER - TY - CHAP AU - Poutsma, F. AU - Veersma, U. AU - Ligthart, P.E.M. AU - Poutsma, E. PY - 2017 UR - https://hdl.handle.net/2066/179781 AB - Taking an international comparative approach, this chapter investigates the variance in the adoption of employee share ownership and stock option arrangements across countries. In particular, we investigate the influence of multinational enterprises (MNEs), industrial relations factors, HRM strategies, and market economies on the adoption and spread of the arrangements across countries. We find that industrial relations factors do not explain the variance in adoption by companies in their respective countries. MNEs and HRM strategies are important drivers of adoption. Market economy does not moderate the influence of MNEs on adoption, suggesting that MNEs universally apply the arrangements across borders. PB - Bingley, UK : Emerald Group Publishing Limited TI - How Has Employee Share Ownership Evolved in the Global Context? EP - 123 SN - 9781785609664 SP - 77 CT - Poutsma, E.; Ligthart, P.E.M. (ed.), Sharing in the Company DO - https://doi.org/10.1108/S0885-33392016000017007 DO - https://doi.org/10.1108/S0885-3339201717 ER - TY - CHAP AU - Poutsma, F. AU - Ligthart, P.E.M. AU - Poutsma, E. AU - Kaarsemaker, E. PY - 2017 UR - https://hdl.handle.net/2066/179779 AB - This chapter addresses employee ownership within a strategic human resource management (SHRM) framework that has gained increased attention. The study extends the configurational approach to SHRM and argues that the construct of the workforce philosophy is the primary factor that determines the coherence of HRM systems. In other words, the workforce philosophy propagates the idea that employees both deserve to be co-owners and must be taken seriously as such. In addition, the chapter argues that the HRM system should reflect this workforce philosophy: the HRM system should contain HRM practices that mirror the rights that comprise the very construct of “ownership.” We present the possible core HRM practices of the “ownership high-performance work system (O-HPWS),” which, similar to employee ownership, produces favorable outcomes. The chapter also addresses the important mediating role of employees’ perception and attributions related to employee share ownership in the relationship of the HRM system (with employee share ownership) to favorable outcomes. PB - Bingley, UK : Emerald Group Publishing Limited TI - Employee Ownership and High-Performance Work Systems in Context EP - 22 SN - 9781785609664 SP - 5 CT - Poutsma, E.; Ligthart, P.E.M. (ed.), Sharing in the Company DO - https://doi.org/10.1108/S0885-33392016000017004 DO - https://doi.org/10.1108/S0885-3339201717 ER - TY - CONF AU - Wellen, F. AU - Kok, R.A.W. AU - Ooms, W. AU - Ligthart, P.E.M. PY - 2017 UR - https://hdl.handle.net/2066/175807 PB - Reykjavik, Iceland : Innovation and Product Development Management Conference TI - The differentiated effect of open innovation practices: the role of relationship-specific factors CT - Innovation and Product Development Management Conference Proceedings N1 - 11 juni 2017 ER - TY - CHAP AU - Poutsma, F. AU - Ligthart, P.E.M. AU - Poutsma, E. PY - 2017 UR - https://hdl.handle.net/2066/179763 AB - This chapter analyzes the determinants of adoption of sharing arrangements by companies. Using propositions from agency and strategic human resource management frameworks predicting the adoption of sharing arrangements, we test the relationships with a large international dataset. The study finds that adoption of sharing arrangements is related to human capital investments, individual incentives, involvement practices, and human resource management practices and that adoption is affected by country differences. PB - Bingley, UK : Emerald Group Publishing Limited TI - Which Companies Adopt Sharing Arrangements and Why? EP - 48 SN - 9781785609664 SP - 23 CT - Poutsma, E.; Ligthart, P.E.M. (ed.), Sharing in the Company DO - https://doi.org/10.1108/S0885-3339201717 ER - TY - JOUR AU - Brewster, C. AU - Poutsma, F. AU - Farndale, E. AU - Ligthart, P.E.M. AU - Poutsma, E. PY - 2017 UR - https://hdl.handle.net/2066/179761 AB - This study explores patterns of human resource management (HRM) practices across market economies, and between indigenous firms and foreign MNE subsidiary operations, offering a novel perspective on convergence and divergence. Applying institutional theorizing to improve our understanding of convergence/divergence as a process and an outcome, data collected from nine countries at three points in time over a decade confirm that convergence and divergence occur to different extents in a nonlinear fashion, and vary depending on the area of HRM practice observed. Patterns of adoption and convergence/divergence are explained through the effect of institutional constraints, which vary between liberal and coordinated market economies, and between indigenous firms and foreign MNE subsidiaries. Specifically, we expected, and largely found supporting evidence confirming that compensation and wage-bargaining level practices show more evidence of being institutionally constrained, and hence were less likely to converge, than contingent employment, training, and direct information provision practices. The study contributes a more graded conceptualization of convergence/divergence (from constant no difference, through robust convergence, non-robust convergence, non-robust divergence, and robust divergence to constant difference), allowing us to tease out the subtle manifestations of the process that can incorporate the complex dynamic reality of international business. TI - The effects of market economy type and foreign MNE subsidiaries on the convergence and divergence of HRM EP - 1086 SN - 0047-2506 IS - iss. 9 SP - 1065 JF - Journal of International Business Studies VL - vol. 48 N1 - 17 juli 2017 DO - https://doi.org/10.1057/s41267-017-0094-8 ER - TY - BOOK AU - Poutsma, F. AU - Ligthart, P.E.M. AU - Poutsma, E. PY - 2017 SN - 9781785609664 UR - https://hdl.handle.net/2066/179782 PB - Bingley, United Kingdom : Emerald Group Publishing Limited TI - Sharing in the Company: Determinants, Processes and Outcomes of Employee Participation TI - Sharing in the Company. Determinants, Processes and Outcomes of Employee Participation ER - TY - JOUR AU - Hendriks, P.H.J. AU - Ligthart, P.E.M. AU - Schouteten, R.L.J. PY - 2016 UR - https://hdl.handle.net/2066/158614 AB - BACKGROUND: Knowledge management (KM) extends the health information technology (HIT) literature by addressing its impact on creating knowledge by sharing and using the knowledge of health care professionals in hospitals. PURPOSE: The aim of the study was to provide insight into how HIT affects nurses’ explicit and tacit knowledge of their ongoing work processes and work engagement. METHODOLOGY: Data were collected from 74 nurses in four wards of a Dutch hospital via a paper-and-pencil survey using validated measurement instruments. In a quasiexperimental research design, HIT was introduced in the two experimental wards in contrast to the two control wards. At the time of the HIT introduction, a pretest was administered in all four wards and was followed by a posttest after 3 months. Data were analyzed via partial least squares modeling. RESULTS: Generally, nurses’ tacit knowledge (i.e., their insight into and their capacity to make sense of the work processes) appears to be a significant and strong predictor of their work engagement. In contrast, nurses’ explicit knowledge (i.e., information feedback about patients and tasks) only indirectly affects work engagement via its effect on tacit knowledge. Its effect on work engagement therefore depends on the mediating role of tacit knowledge. Interestingly, introducing HIT significantly affects only nurses’ explicit knowledge, not their tacit knowledge or work engagement. PRACTICE IMPLICATIONS: Nurses’ tacit and explicit knowledge needs to be systematically distinguished when implementing HIT/KM programs to increase work engagement in the workplace. Tacit knowledge (insight into work processes) appears to be pivotal, whereas efforts aimed only at improving available information will not lead to a higher level of work engagement in nurses’ work environments. TI - Knowledge management, health information technology and nurses' work engagement EP - 266 SN - 0361-6274 IS - iss. 3 SP - 256 JF - Health Care Management Review VL - vol. 41 N1 - 29 juni 2015 PS - 11 p. DO - http://dx.doi.org/10.1097/HMR.0000000000000075 ER - TY - CHAP AU - Ligthart, P.E.M. AU - Poutsma, F. AU - Kaarsemaker, E. PY - 2016 UR - https://hdl.handle.net/2066/180676 PB - London : Routledge TI - Employee Financial Participation EP - 400 SN - 9781138776036 SP - 375 CT - Dickmann, M.; Brewster, C.; Sparrow, P.R (ed.), International Human Resource Management: Contemporary HRM Issues in Europe N1 - 3rd edition ER - TY - JOUR AU - Poutsma, F. AU - Ligthart, P.E.M. AU - Peters, P. AU - Poutsma, E. AU - Bardoel, A. PY - 2016 UR - https://hdl.handle.net/2066/180756 AB - This study investigates how nation-level cultural values (‘individualism’ and ‘collectivism’) and intra-organizational task control mechanisms influence the level of organizations’ use of formal telework practices. Employing a multi-level analysis on survey data (2009/10), including 1577 organizations within 18 nations, we found that ‘high use of formal telework practices in organizations’ was more likely when: (1) organizations operated in nations characterized by strong national values; and when they employed (2) ‘hard’ indirect controls (i.e. individual performance-related pay and 360º performance-evaluations). High telework use was less likely when organizations employed direct controls (i.e. higher proportions of managers) and ‘soft’ indirect controls (i.e. higher proportions of professionals). ‘Low use of formal telework practices’ was more likely when organizations employed ‘soft’ indirect controls. Our findings suggest that national cultural values can function as ‘soft’ indirect controls to mitigate the ‘telework risk’ of high levels of telework practices. Internal ‘soft’ task controls only sufficed for managing low levels of telework practices. We discuss the smart and dark sides of telework and how these relate to the management of telework practice. Implications for future telework research and practices are discussed. TI - Cross-cultural variance and task-control explanations in organizations’ decisions to adopt a telework Strategy: a multi-level perspective EP - 2603 SN - 0958-5192 IS - iss. 21 SP - 2582 JF - International Journal of Human Resource Management VL - vol. 27 DO - https://doi.org/10.1080/09585192.2016.1232294 ER - TY - CONF AU - Fu, Y. AU - Kok, R.A.W. AU - Dankbaar, B. AU - Ligthart, P.E.M. AU - Riel, A.C.R. van PY - 2016 UR - https://hdl.handle.net/2066/161779 AB - Nowadays, a challenge facing firms and governments is how to realize sustainable development goals. Sustainable technology, as an effective means to achieve sustainable development, recently gained much interest both from society and academia. Prior research investigated the impact of several factors on the adoption of sustainable technology, which gives us a basic understanding of firms' adoption behaviours. However, the research results scattered across different yields, making the knowledge on sustainable technology adoption is fragmented. Relying on a systematic review of both quantitative and qualitative studies, this article distinguishes different types of sustainable process technology and discusses factors influencing the adoption. Several reasons may lead to the different impacts of specific factors between studies, such as firm size, ownership, technology type, interrelations with other factors and time difference. Directions for future research are provided. PB - [S.l. : s.n.] TI - Factors affecting sustainable process technology adoption: A systematic literature review SN - 9789522659316 CT - International Society for Profession Innovation Management, Innovation Summit N1 - International Society for Profession Innovation Management, Innovation Summit ER - TY - CHAP AU - Poutsma, F. AU - Eert, C. van AU - Ligthart, P.E.M. PY - 2015 UR - https://hdl.handle.net/2066/170726 AB - This paper investigated the effect of employee share ownership, mediated through psychological ownership, on organizational citizenship behavior. The analysis included the possible complementary role of High Performance Ownership systems. This paper investigated these relationships by analyzing employee survey data from a Dutch organization that has implemented employee share ownership. We used PLS, a variance-based structural equation model to test the hypotheses. The results showed a direct influence of employee ownership on organizational citizenship behavior, but the relationship was not mediated by psychological ownership. Unexpectedly, the results show that a High Performance Work System bundle without employee ownership generates psychological ownership, but this does not influence organizational citizenship behavior. This research could not confirm the comprehensive model in which employee ownership, HRM system, and psychological ownership are positively related to each other. We choose a deliberate set of HR practices on theoretical grounds, but future research could investigate other sets of HR practices that may produce the expected effects. This research showed that employee ownership has a positive influence on organizational citizenship behavior. Organizations are therefore advised to consider implementing employee ownership. The results also show that a set of HR practices positively influences psychological ownership. The results suggest that organizations should strive for a consistent message, which makes the employees feel that they are taken serious as and deserve to be owners. We analyzed the influence of a configuration of high performance ownership system on psychological ownership and organizational citizenship behavior that is not done before. PB - Bradford, UK : Emerald TI - Employee Ownership and Organizational Citizenship Behavior: High Performance Ownership Systems and the Mediating Role of Psychological Ownership EP - 248 SN - 9781785603792 SP - 223 CT - Kauhanen, A. (ed.), Advances in the Economic Analysis of Participatory & Labor-Managed Firms DO - http://dx.doi.org/10.1108/s0885-333920150000016015 ER - TY - CONF AU - Ligthart, P.E.M. AU - Vaessen, P.M.M. AU - Kok, R.A.W. AU - Dankbaar, B. PY - 2015 UR - https://hdl.handle.net/2066/161880 PB - [S.l. : s.n.] TI - The diferential effects of organizational process innovation and technological process innovation on product innovation performance and operational efficiency CT - 22nd Innovation and Product Development Management Conference, 14-16 June 2015, Copenhagen, Denmark N1 - 22nd Innovation and Product Development Management Conference, 14-16 June 2015, Copenhagen, Denmark ER - TY - JOUR AU - Poutsma, F. AU - Moerel, H.W.J. AU - Ligthart, P.E.M. PY - 2015 UR - https://hdl.handle.net/2066/148925 AB - This article compares the spread of broad-based individual performance-related pay practices (PRP) in Central and Eastern European (CEE) and Western European companies. The article investigates the dominance effect of multinational enterprises (MNEs) and the constraining effects of industrial relations, i.e. collective bargaining and union influence. A key finding is that we did not find stronger influence by US MNEs compared with other MNEs. Regarding the determinants of industrial relations, in general decentralised firm-level bargaining supports the adoption of PRP schemes, whereas a greater degree of unionisation tends to reduce it. However, the latter effect is not found in CEE countries with their more permissive industrial relations system. The fact that there are high levels of broad-based individual PRP in CEE, that there is no negative association with unionisation and a positive relationship with firm-level bargaining and no effect of MNEs suggests that this practice is well established in firms in CEE. TI - Multinational enterprises: Comparing performance-related pay between companies in Eastern and Western Europe EP - 316 SN - 0022-1856 IS - iss. 2 SP - 291 JF - Journal of Industrial Relations VL - vol. 57 N1 - 17 februari 2015 PS - 26 p. DO - http://dx.doi.org/10.1177/0022185614564374 ER - TY - JOUR AU - Kok, R.A.W. AU - Ligthart, P.E.M. PY - 2014 UR - https://hdl.handle.net/2066/170652 AB - This study seeks to explain the differential effects of workforce flexibility on incremental and major new product development (NPD). Drawing on the resource-based theory of the firm, human resource management research, and innovation management literature, the authors distinguish two types of workforce flexibility, functional and numerical, and hypothesize differential effects on NPD outcomes. A large-scale sample of 284 Dutch firms across various manufacturing goods and business services industries serves to test these hypotheses. The results suggest that functional flexibility positively influences incremental NPD only, internal numerical flexibility negatively influences incremental NPD only, and external numerical flexibility positively influences major NPD only. Thus, differences between major and incremental NPD are grounded in the human resource flexibility of the firm. This complements research that found that such differences lie in critical development activities, learning processes, and capabilities. It also complements product innovation research on flexibility in NPD processes and on flexibility in organizational structures and routines. It extends the resource-based theory of the firm suggesting that human resource flexibility is part of the dynamic capabilities that allow firms to reconfigure existing competencies. The conclusions imply that managers of manufacturing and service firms may use training and education and create a functional flexible workforce that can progressively enhance incremental NPD outcomes. They may want to avoid paying overtime, because such internal numerical flexibility hampers incremental NPD, but use fixed-term contracts to expand external numerical flexibility to enhance major NPD. TI - Differentiating Major and Incremental New Product Development: The Effects of Functional and Numerical Workforce Flexibility EP - 42 SN - 0737-6782 IS - iss. S1 SP - 30 JF - Journal of Product Innovation Management VL - vol. 31 N1 - 16 juni 2014 PS - 9 p. DO - http://dx.doi.org/10.1111/jpim.12190 ER - TY - CONF AU - Vaessen, P.M.M. AU - Ligthart, P.E.M. AU - Dankbaar, B. AU - Kok, R.A.W. PY - 2014 UR - https://hdl.handle.net/2066/161882 PB - [S.l. : s.n.] TI - Technological and organizational innovation and manufacturing business performance CT - EGOS Colloquium, 3-5 July, Rotterdam, The Netherlands N1 - EGOS Colloquium, 3 juli 2014 ER - TY - CHAP AU - Kazlauskaitė, R. AU - Ligthart, P.E.M. AU - Bučiūnienė, I AU - Vanhala, S PY - 2013 UR - https://hdl.handle.net/2066/112008 PB - Houndmills, Basingstoke : Palgrave Macmillan TI - CSR and Responsible HRM in the CEE and Nordic Countries EP - 77 SN - 9780230354838 SP - 54 CT - Parry, E.; Stravrou, E; Lazarove, M. (ed.), Global Trends in Human Resource Management DO - http://dx.doi.org/10.1057/9781137304438.0009 ER - TY - CHAP AU - Poutsma, E. AU - Ligthart, P.E.M. AU - Dietz, B. PY - 2013 UR - https://hdl.handle.net/2066/112080 PB - Houndmills, Basingstoke : Palgrave Macmillan TI - HRM Policies and Firm Performance: The Role of the Synergy of Policies EP - 99 SN - 9780230354838 SP - 78 CT - Parry, E.; Stravrou, E.; Lazarova, M. (ed.), Global Trends in Human Resource Management DO - http://dx.doi.org/10.1057/9781137304438.0010 ER - TY - CHAP AU - Vaessen, P.M.M. AU - Ligthart, P.E.M. PY - 2013 UR - https://hdl.handle.net/2066/113018 PB - Den Haag : Boom Lemma Uitgevers TI - Contraproductieve effecten van gesubsidieerde samenwerking bij innovatie EP - 144 SN - 9789462360020 SP - 131 CT - Kok, R.; Lekkerkerk, H.; Vermeulen, P. (ed.), Versterking van innovatie. Liber Amicorum voor Ben Dankbaar ER - TY - CHAP AU - Poutsma, E. AU - Ligthart, P.E.M. AU - Pendleton, A. AU - Brewster, C. PY - 2013 UR - https://hdl.handle.net/2066/112178 PB - Houndmills, Basingstoke : Palgrave Macmillan TI - The Development of Employee Financial Participation in Europe EP - 213 SN - 9780230354838 SP - 179 CT - Parry, E.; Stravrou, E.; Lazarove, M. (ed.), Global Trends in Human Resource Management DO - https://doi.org/10.1057/9781137304438.0017 ER - TY - CONF AU - Kok, R.A.W. AU - Ligthart, P.E.M. PY - 2012 UR - https://hdl.handle.net/2066/121930 PB - Rotterdam : [S.n.] TI - Making a difference between major and incremental new product development: The effects of functional and numerical workforce flexibility CT - European Academy of Management Conference Proceedings N1 - 6 juni 2012 L1 - https://repository.ubn.ru.nl/bitstream/handle/2066/121930/121930.pdf?sequence=1 ER - TY - CONF AU - Farndale, E. AU - Brewster, C. AU - Poutsma, F. AU - Ligthart, P.E.M. PY - 2012 UR - https://hdl.handle.net/2066/158445 PB - Boston : Annual Meeting of the Academy of Management TI - Changing Dualities. Institutional frameworks and development of HRM practices CT - Proceedings of the Annual Meeting of the Academy of Management N1 - Annual Meeting of the Academy of Management, 3 augustus 2012 ER - TY - CONF AU - Poutsma, F. AU - Ligthart, P.E.M. AU - Pendleton, A. AU - Brewster, C. PY - 2012 UR - https://hdl.handle.net/2066/158446 PB - NJ, USA : Rutgers University, School of Management and Labor Relations TI - Do strategy factors determine the development of financial participation over a long period? Evidence from a European survey CT - Proceedings of the conference of the International Association for the Economics of Participation N1 - Conference of the International Association for the Economics of Participation, 12 juli 2012 ER - TY - CONF AU - Poutsma, F. AU - Ligthart, P.E.M. AU - Farndale, E. AU - Brewster, C. PY - 2011 UR - https://hdl.handle.net/2066/158447 PB - Estonia : Estonian Business School TI - Convergence and Divergence of HRM Practices in Multinational and Domestic Firms and Liberal & Coordinated Market Economies. A Longitudinal European Survey CT - Proceedings of the 11th EURAM N1 - 11th EURAM, 1 juni 2011 ER - TY - JOUR AU - Poutsma, F. AU - Ligthart, P.E.M. AU - Schouteten, R.L.J. PY - 2010 UR - https://hdl.handle.net/2066/182985 AB - The debate on convergence and globalisation of national economies emphasises the role, in particular, of US-based Multinational Corporations (MNCs) with regard to the transfer of home-country policies in countries where they have their subsidiaries. MNCs set a process of change in motion in which local companies attempt to catch up with the more internationalised companies. In this article, we studied the differential effect of US-based and EU-based MNC on the incidence of Employee Share Options Schemes in European companies using a mixed methods approach of investigating institutional profiles of host countries and analysing a survey of subsidiaries in the same host countries. We distinguished between two types of share options schemes, i.e. narrow-based schemes eligible for management and executives, and broad-based share option schemes open to all employees. We found substantial effects of countryspecific institutions and of the country of origin of MNCs, which clearly support the institutional duality thesis. The diversity we find in predictors between countries and the strong significant effects of country suggest that local corporate and institutional factors are more important in the case of broad-based share schemes than in the case of narrow-based share schemes. TI - Institutional Duality in the Adoption of Employee Share Ownership by Multinationals in Europe EP - 89 SN - 1039-6993 IS - iss. 2 SP - 37 JF - International Journal of Employment Studies VL - vol. 18 PS - 43 p. ER - TY - CHAP AU - Ligthart, P.E.M. AU - Vaessen, P.M.M. AU - Dankbaar, B. PY - 2010 UR - https://hdl.handle.net/2066/87049 AB - Arnold Godfroij (1981) opende zijn proefschrift met de spreuk ‘Reculer pour mieux sauter’. Dit devies leidde hem tot een literatuurstudie van interorganisationele theorie. De sprong was effectief; Samenwerking tussen organisaties was en is nog steeds (meer) een belangwekkend bedrijfswetenschappelijk verschijnsel. Samenwerking is eveneens belangrijk voor versterking van het innovatie- en concurrentievermogen van productiebedrijven, maar het effect is niet generiek. Bovendien, in vergelijking met andere elementen van het concurrentievermogen reageert ontwikkeltijd zwak op samenwerking. Dat verdient expliciete aandacht. PB - Den Haag : Lemma TI - Praktijkresultaten van samenwerking bij innoverende maakbedrijven EP - 214 SN - 9789059315471 SP - 205 CT - Tjemkes, B.; Hout, T. van den; Schrijver, I. (ed.), Strategie in verhouding. Liber Amicorum Godfroij ER - TY - CONF AU - Kok, R.A.W. AU - Ligthart, P.E.M. AU - Klop, L. PY - 2010 UR - https://hdl.handle.net/2066/86786 PB - Murcia, Spain : [S.n.] TI - Effects of organizational workforce flexibility on product innovation outcomes CT - 17th International Product Development Management Conference Proceedings N1 - 17th International Product Development Management Conference, 13 juni 2010 L1 - https://repository.ubn.ru.nl/bitstream/handle/2066/86786/86786.pdf?sequence=1 ER - TY - JOUR AU - Dulk, L. den AU - Peters, P. AU - Poutsma, F. AU - Ligthart, P.E.M. PY - 2010 UR - https://hdl.handle.net/2066/86919 TI - The Extended Business Case for Childcare and Leave Arrangements in Western and Eastern Europe EP - 184 SN - 1746-5265 IS - iss. 2 SP - 156 JF - Baltic Journal of Management VL - vol. 5 PS - 29 p. DO - https://doi.org/10.1108/17465261011045106 ER - TY - CHAP AU - Poutsma, F. AU - Ligthart, P.E.M. AU - Schouteten, R.L.J. PY - 2009 UR - https://hdl.handle.net/2066/78364 PB - München : Rainer Hampp Verlag TI - Employee share schemes in Europe. The influence of US multinationals EP - 440 SN - 9783866183247 SP - 413 CT - Kabst, R.; Giardini, A.; Wehner, M.C. (ed.), International komparatives Personalmanagement : Evidenz, Methodik & Klassiker des “Cranfield Projects on International Human Resource Management” ER - TY - JOUR AU - Vaessen, P.M.M. AU - Ligthart, P.E.M. AU - Dankbaar, B. AU - Cocu, H. PY - 2009 UR - https://hdl.handle.net/2066/76016 TI - Prestatie-effecten van samenwerking bij productiebedrijven EP - 346 SN - 0013-0583 IS - iss. 4561 SP - 343 JF - Economisch Statistische Berichten VL - vol. 94 PS - 4 p. ER - TY - CHAP AU - Sparrow, P. AU - Brewster, C. AU - Ligthart, P.E.M. PY - 2009 UR - https://hdl.handle.net/2066/78347 PB - Chichester : Wiley & Sons TI - Globalizing Human Resource Management: Examining the Role of Networks EP - 388 SN - 9781405167406 SP - 363 CT - Sparrow, P.; et al (ed.), Handbook of International Human Resource Management: Integrating People, Process, and Context ER - TY - JOUR AU - Ligthart, P.E.M. AU - Vaessen, P.M.M. AU - Dankbaar, B. AU - Veen, M. van der PY - 2008 UR - https://hdl.handle.net/2066/144431 TI - Trends in de industrie: product-dienst innovaties JF - Rabobank Ondernemingsberichten VL - vol. juni 2008 ER - TY - JOUR AU - Ligthart, P.E.M. AU - Vaessen, P.M.M. AU - Dankbaar, B. AU - Veen, M. van der PY - 2008 UR - https://hdl.handle.net/2066/144432 TI - Trends in de maakindustrie: Offshoring JF - Rabobank Ondernemingsberichten VL - vol. febr. 2008 ER - TY - RPRT AU - Ligthart, P.E.M. AU - Vaessen, P.M.M. AU - Dankbaar, B. PY - 2008 UR - https://hdl.handle.net/2066/68734 PB - onbekend : Radboud Universiteit Nijmegen TI - Innovatie van Productie Onderzoeksrapportage van de European Manufacturing Survey (EMS) in de Nederlandse Maakindustrie. PS - VIII, 70 p. L1 - https://repository.ubn.ru.nl/bitstream/handle/2066/68734/68734.pdf?sequence=1 ER - TY - JOUR AU - Bloemer, J.M.M. AU - Dun, Z. van AU - Ligthart, P.E.M. PY - 2008 UR - https://hdl.handle.net/2066/142910 AB - Journal of Chinese Marketing TI - Complaining through the Internet: Determinants of after Complaint Satisfaction and Its Impact on Loyalty in the Telecommunication Industry EP - 41 IS - iss. 3 SP - 25 JF - Journal of Chinese Marketing VL - vol. 1 PS - 17 p. L1 - https://repository.ubn.ru.nl/bitstream/handle/2066/142910/142910.pdf?sequence=1 ER -