TY  - CHAP
AU  - Ligthart, P.E.M.
AU  - Poutsma, E.
AU  - Bücker, J.J.L.E.
PY  - 2020
UR  - https://hdl.handle.net/2066/228699
PB  - Athens : Editions Benou
TI  - Financial participation and institutional change in Greece, France, Germany, The Netherlands, and the UK.
EP  - 118
SN  - 9789603591573
SP  - 81
CT  - Galanaki, E.; Nikandrou, L.; Panayotopoulou, L. (ed.), Volume in honor of professor Nancy Papalexandris: An anthology on Human Resource Management, Organizational Behavior and Special issues in Management.
ER  - 
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  - JOUR
AU  - Martens, W.P.M.
AU  - Linden, B.S. van der
AU  - Woersdoerfer, M.
PY  - 2019
UR  - https://hdl.handle.net/2066/203424
TI  - How to Assess the Democratic Qualities of a Multi-stakeholder Initiative from a Habermasian Perspective? Deliberative Democracy and the Equator Principles Framework
EP  - 1133
SN  - 0167-4544
IS  - iss. 4
SP  - 1115
JF  - Journal of Business Ethics
VL  - vol. 155
N1  - 13 april 2017
DO  - https://doi.org/10.1007/s10551-017-3532-4
L1  - https://repository.ubn.ru.nl/bitstream/handle/2066/203424/203424.pdf?sequence=1
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  - 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  - 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  - 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  - 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  - CHAP
AU  - Bos, R. ten
PY  - 2014
UR  - https://hdl.handle.net/2066/133722
PB  - Utrecht : IJzer
TI  - Voorwoord
EP  - 9
SN  - 9789086841028
SP  - 7
CT  - Peters, L.W.M., Cliché en Organisatie. Denken met Deleuze en film
CT  - Peters, L. (ed.), Cliché en Organisatie. Denken met Deleuze en film
ER  - 
TY  - JOUR
AU  - Bücker, J.J.L.E.
AU  - Furrer, O.F.G.
AU  - Poutsma, F.
AU  - Buyens, D.
PY  - 2014
UR  - http://repository.ubn.ru.nl/handle/2066/127384
AB  - Cultural intelligence (CQ) is an important construct attracting growing attention in academic literature and describing cross-cultural competencies. To date, researchers have only partially tested the relationship between CQ and its dependent variables, such as performance. In this study, the relationship between CQ and communication effectiveness and job satisfaction is measured in a sample of 225 Chinese managers working for foreign multinational enterprises in China. The results show that CQ plays an important role in reducing anxiety and influencing both communication effectiveness and job satisfaction positively. Another outcome is the unexpected influence of anxiety on job satisfaction but not on communication effectiveness. These findings contribute to the development of theory with regard to the CQ construct.
TI  - The impact of cultural intelligence on communication effectiveness, job satisfaction and anxiety for Chinese host country managers working for foreign multinationals
EP  - 2087
SN  - 0958-5192
IS  - iss. 14
SP  - 2068
JF  - International Journal of Human Resource Management
VL  - vol. 25
N1  - 10 januari 2014
PS  - 20 p.
DO  - https://doi.org/10.1080/09585192.2013.870293
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  - 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  - 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  - JOUR
AU  - Groß, C.
AU  - Heusinkveld, H.S.
PY  - 2010
UR  - https://hdl.handle.net/2066/86848
TI  - Goeroes en managers: herders en makke schapen?
EP  - 21
SN  - 0165-1722
IS  - iss. 2
SP  - 5
JF  - M & O: Tijdschrift voor Management en Organisatie
VL  - vol. 64
PS  - 17 p.
L1  - https://repository.ubn.ru.nl/bitstream/handle/2066/86848/86848.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  - JOUR
AU  - Peters, P.
AU  - Heusinkveld, H.S.
PY  - 2010
UR  - https://hdl.handle.net/2066/86911
TI  - Institutional explanations for managers’ attitudes towards telehomeworking
EP  - 135
SN  - 0018-7267
IS  - iss. 1
SP  - 107
JF  - Human Relations
VL  - vol. 63
PS  - 29 p.
DO  - https://doi.org/10.1177/0018726709336025
ER  - 
TY  - JOUR
AU  - Groß, C.
AU  - Heusinkveld, H.S.
PY  - 2010
UR  - https://hdl.handle.net/2066/86968
TI  - Management goeroes: De zin en onzin van hun seminars - www-publicatie
IS  - iss. 29-06-2010
JF  - Managementsite
L1  - https://repository.ubn.ru.nl/bitstream/handle/2066/86968/86968.pdf?sequence=1
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  - Heusinkveld, H.S.
AU  - Benders, J.G.J.M.
AU  - Berg, R.-J. van den
PY  - 2009
UR  - https://hdl.handle.net/2066/78354
TI  - From market sensing to new concept development in consultancies : The role of information processing and organizational capabilities
EP  - 516
SN  - 0166-4972
IS  - iss. 8
SP  - 509
JF  - Technovation
VL  - vol. 29
PS  - 8 p.
DO  - http://dx.doi.org/10.1016/j.technovation.2009.02.003
ER  - 
TY  - CHAP
AU  - Benders, J.G.J.M.
AU  - Klumb, J.
AU  - Nijholt, J.J.
AU  - Heusinkveld, H.S.
PY  - 2009
UR  - https://hdl.handle.net/2066/78478
PB  - Wiesbaden : VS Verlag fur Sozialwissenschaften
TI  - Printmedienindikatoren
EP  - 646
SN  - 9783531158273
SP  - 628
CT  - Kuhl, S.; Strodtholz, P.; Taffertshofer, A. (ed.), Handbuch Methoden der Organisationsforschung: Quantitative und Qualitative Methoden
ER  - 
TY  - JOUR
AU  - Gestel, N.M. van
AU  - Koppenjan, J.
AU  - Schrijver, I.D.
AU  - Ven, A.W. van de
AU  - Veeneman, W.
PY  - 2008
UR  - https://hdl.handle.net/2066/68800
TI  - Managing Public Values in Public-Private Networks : A Comparative Study of Innovative Public Infrastructure Projects
EP  - 146
SN  - 0954-0962
IS  - iss. 3
SP  - 139
JF  - Public Money & Management
VL  - vol. 28
PS  - 8 p.
DO  - https://doi.org/10.1111/j.1467-9302.2008.00635.x
ER  -