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Anne Keegan
University College Dublin
60Publications
20H-index
1,887Citations
Publications 60
Newest
Published on Jul 3, 2019in Project Management Journal 2.04
Martina Huemann13
Estimated H-index: 13
(WU: Vienna University of Economics and Business),
Claudia Ringhofer2
Estimated H-index: 2
(WU: Vienna University of Economics and Business),
Anne Keegan20
Estimated H-index: 20
(UCD: University College Dublin)
This exploratory research examines who supports what aspects of career development on projects. Our main finding is that, although project professionals receive support from formal and informal sou...
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Published on May 1, 2019
Anne Keegan20
Estimated H-index: 20
(UCD: University College Dublin),
Julia Brandl8
Estimated H-index: 8
(University of Innsbruck),
Ina Aust2
Estimated H-index: 2
(UCL: Université catholique de Louvain)
We have two aims in this article. Our first aim is conceptual where we enrich tensions-focused human resource management (HRM) research with insights from paradox theory. The second aim is to provi...
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Published on Apr 1, 2019in Human Resource Management Journal 2.84
Anne Keegan20
Estimated H-index: 20
(UCD: University College Dublin),
Deanne N. Den Hartog44
Estimated H-index: 44
(UvA: University of Amsterdam)
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Jeroen Gerard Meijerink6
Estimated H-index: 6
(UT: University of Twente),
Mark Boons1
Estimated H-index: 1
(EUR: Erasmus University Rotterdam)
+ 1 AuthorsJanet H. Marler15
Estimated H-index: 15
(University at Albany, SUNY)
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Published on Sep 1, 2018in Journal of Business Ethics 3.80
Gabriele Belschak-Jacobs13
Estimated H-index: 13
(EUR: Erasmus University Rotterdam),
Anne Keegan20
Estimated H-index: 20
(UvA: University of Amsterdam)
An implicit assumption in most works on change recipient reactions is that employees are self-centred and driven by a utilitarian perspective. According to large parts of the organizational change literature, employees’ reactions to organizational change are mainly driven by observations around the question ‘what will happen to me?’ We analysed change recipients’ reactions to 26 large-scale planned change projects in a policing context on the basis of 23 in-depth interviews. Our data show that c...
1 Citations Source Cite
Published on Sep 1, 2018in Human Resource Management 2.93
Anne Keegan20
Estimated H-index: 20
(UCD: University College Dublin),
Ilja Bitterling1
Estimated H-index: 1
(KPMG)
+ 1 AuthorsLudwig Hoeksema1
Estimated H-index: 1
(VU: VU University Amsterdam)
We develop empirically based insights from five case studies and argue that how actors respond to paradoxical tensions helps to explain variety and dynamism in how the HRM function is organized. It also helps to clarify why widely popular models with clearly prescribed structures take on a variety of forms in practice and are dynamic. We contribute to theorizing on the HRM function by introducing a dynamic, tension-centered perspective, based on paradox theory, that builds on previous research o...
3 Citations Source Cite
Published on Aug 13, 2018in Journal of Business Ethics 3.80
Helen Francis11
Estimated H-index: 11
(Edinburgh Napier University),
Anne Keegan20
Estimated H-index: 20
(UCD: University College Dublin)
Our contribution in this paper is to highlight the ethical implications of workforce engagement strategies in an age of austerity. Hard or instrumentalist approaches to workforce engagement create the potential for situations where engaged employees are expected to work ever longer and harder with negative outcomes for their well-being. Our study explores these issues in an investigation of the enactment of an engagement strategy within a UK Health charity, where managers and workers face parado...
1 Citations Source Cite
Published on Jan 1, 2018in International Journal of Project Management 4.69
Martina Huemann13
Estimated H-index: 13
,
Anne Keegan20
Estimated H-index: 20
,
Ralf Müller34
Estimated H-index: 34
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Published on Jan 1, 2018in International Journal of Project Management 4.69
Anne Keegan20
Estimated H-index: 20
(BlackRock),
Claudia Ringhofer2
Estimated H-index: 2
(WU: Vienna University of Economics and Business),
Martina Huemann13
Estimated H-index: 13
(WU: Vienna University of Economics and Business)
Abstract We explore publishing trends regarding HRM and PBO in the main journals in the field of project management to highlight key empirical and theoretical contributions during the period 1996–2016. We offer three contributions to the field of project management. The first is theoretical where we analyze twenty years of research in key project management journals by adapting and extending the framework of Wright and Boswell (2002), and identifying categories of HRM research at three levels of...
4 Citations Source Cite
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