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P.L. Koopman
University of Amsterdam
BusinessPsychologyOrganizational cultureApplied psychologySocial psychology
78Publications
12H-index
1,195Citations
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Publications 75
Newest
#1H. Heinsman (VU: VU University Amsterdam)H-Index: 3
#2A.H.B. de Hoogh (VU: VU University Amsterdam)H-Index: 4
Last. Muijen van J. J (Nyenrode Business University)H-Index: 2
view all 4 authors...
Purpose – The purpose of this paper is to examine the effects of the commitment‐ and control‐approaches on the use of competency management, and to investigate whether attitude, subjective norm and perceived behavioural control mediate these effects.Design/methodology/approach – In Study 1, using a survey, employees indicated whether their organization adopted a commitment‐ or a control‐approach towards competency management. Moreover, they rated their own attitude, subjective norm, perceived be...
24 CitationsSource
#1H. HeinsmanH-Index: 3
#2A.H.B. de HooghH-Index: 4
Last. Muijen van J. JH-Index: 2
view all 4 authors...
Competentiegericht werken is niet meer weg te denken uit onze samenleving. Er is echter weinig bekend over hoe competenties van managers zich verhouden tot effectiviteit zoals beoordeeld door verschillende collega's op het werk. In deze studie, gebaseerd op de 360-gradenfeedbackmethode onderzoeken we daarom verschillen tussen beoordelaars als het gaat om competentie- en effectiviteitbeoordelingen. Daarnaast bekijken we welke competenties volgens verschillende beoordelaars belangrijk zijn om als ...
#1H. HeinsmanH-Index: 3
#2A.H.B. de HooghH-Index: 4
Last. Muijen van J. JH-Index: 2
view all 4 authors...
#1H. HeinsmanH-Index: 3
#2A.H.B. de HooghH-Index: 4
Last. Muijen van J. JH-Index: 2
view all 4 authors...
#1H. HeinsmanH-Index: 3
#2A.H.B. de HooghH-Index: 4
Last. Muijen van J. JH-Index: 2
view all 4 authors...
#1H. HeinsmanH-Index: 3
#2A.H.B. de HooghH-Index: 4
Last. Muijen van J. JH-Index: 2
view all 4 authors...
#1Annebel H. B. De Hoogh (UvA: University of Amsterdam)H-Index: 18
#2Deanne N. Den Hartog (UvA: University of Amsterdam)H-Index: 45
Last. P.L. Koopman (UvA: University of Amsterdam)H-Index: 12
view all 3 authors...
In this multi-source study we investigated the relationships between the Big Five personality traits and both charismatic and transactional leadership behavior, and whether dynamism (the degree that the work environment is deemed dynamic) moderates these relationships. We also tested whether dynamism moderates the relationship between leadership behavior and effectiveness. Personality was measured through self ratings using the NEO-PI-R. Subordinates rated their leaders' behavior, and peers and ...
148 CitationsSource
#1Annebel H. B. De Hoogh (UvA: University of Amsterdam)H-Index: 18
#2Deanne N. Den Hartog (EUR: Erasmus University Rotterdam)H-Index: 45
Last. Celeste P.M. WilderomH-Index: 28
view all 7 authors...
This multimethod study examined leaders’ motives, charismatic leader behavior, and subordinates’ work attitude for CEOs (N=73) of small and medium-sized organizations in two sectors, namely, the profit and voluntary sector. Interviews with CEOs were coded for motive imagery. Direct reports rated CEO charismatic leader behavior (n=125) and their own work attitudes (n=262) using questionnaires. As expected, charismatic leadership was positively related to subordinates’ positive work attitude. Perc...
92 CitationsSource
#1J.A.P. Hoogervorst (KLM)H-Index: 4
#2P.L. Koopman (UvA: University of Amsterdam)H-Index: 12
Last. H. van der Flier (UvA: University of Amsterdam)H-Index: 3
view all 3 authors...
Purpose – The core principles of total quality management (TQM) are considered to be incompatible with the traditional mechanistic way of organizing. It is believed that this constitutes a major reason for failed TQM programs: attempting to introduce its principles with the traditional mindset. Additionally, initiatives to change behaviour often fail due to the fact that no concurrent attention is given to the coherence and consistency of those macro‐organizational variables determining behaviou...
26 CitationsSource
#2P.L. KoopmanH-Index: 12
7 Citations
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