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Anne Keegan
University College Dublin
63Publications
20H-index
1,891Citations
Publications 63
Newest
Published on Jul 3, 2019in Project Management Journal2.04
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...
Published on May 13, 2019in Journal of Managerial Psychology1.42
Jeroen Gerard Meijerink6
Estimated H-index: 6
,
Anne Keegan20
Estimated H-index: 20
Although it is transforming the meaning of employment for many people, little is known about the implications of the gig economy for human resource management (HRM) theory and practice. The purpose of this paper is to conceptually explore the notion of HRM in the gig economy, where intermediary platform firms design and implement HRM activities while simultaneously trying to avoid the establishment of employment relationships with gig workers.,To conceptualize HRM in the gig economy, the authors...
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...
Published on Apr 1, 2019in Human Resource Management Journal2.84
Anne Keegan20
Estimated H-index: 20
(UCD: University College Dublin),
Deanne N. Den Hartog44
Estimated H-index: 44
(UvA: University of Amsterdam)
Published on Jan 1, 2019
Anne Keegan20
Estimated H-index: 20
,
Julia Brandl8
Estimated H-index: 8
,
Ina Aust2
Estimated H-index: 2
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)
Published on Sep 1, 2018in Journal of Business Ethics3.80
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...
Published on Sep 1, 2018in Human Resource Management2.93
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...
Published on Aug 13, 2018in Journal of Business Ethics3.80
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...
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