The influence of leadership on creativity: A systematic review of experimental studies

__Abstract__ Various studies argue that leaders can stimulate the creativity of their followers. However, many of these studies rely on survey or case studies methods, which generally suffer from endogeneity threats, such as reverse causality or omitted variables. In order to provide robust evidence on the cause-and-effect relationship of leadership on creativity, this paper systematically reviews the published experimental studies available on this topic. Findings show that – contrary to expectation – we did not an unequivocal positive influence of general leadership styles such as transformational leadership. On the other hand, leadership strategies such as letting followers participate (related to empowering leadership) and increasing self-efficacy of followers (related to authentic leadership) did increase creativity across various studies. Furthermore, when leaders set creativity goals, this can positively influence creativity. Based upon the review, future research directions are suggested

Sustainable procurement : A big-data study into the level of sustainability of more than 140,000 published procurement contract notices by Belgian contracting authorities

The __objective__ of this study is: to systematically analyse all public procurement notices and specifications from the E-notification database and determine to what extent and how Belgian public purchasers respond to sustainable procurement policy in the public procurement notices and contract specifications and then to what extent patterns and best practice can be identified. In addition, the following __research questions__ are fundamental: 1. What is sustainable procurement, in the opinion of the Belgian government? 2. To what extent and how do purchasers respond to the sustainable procurement policy in the public procurement notices and specifica

One HRM fits all? A meta-analysis of the effects of HRM practices in the public, semi-public and private sector

For a long time, public and semipublic organizations have borrowed Human Resource Management (HRM) practices from the private sector to enhance employee performance. Numerous scholars argue, however, that business-like practices are less effective outside the private sector context because of sector-specific conditions. Based on the ability–motivation–opportunity model, we performed a three-level meta-analysis to investigate differences in effects of HRM practices on individual performance across sectors. Our study shows that significant differences exist between sectors, but the expectation that the effects of HRM practices are largest in the private sector and smallest in the public sector is not supported. More specifically, the differences between the public, semipublic, and private sector are not straightforward. In this respect, we encourage future scholars to further examine these differences

Connecting HRM and Change Management: The Importance of Proactivity and Vitality

Purpose. Organizations are continuously under pressure to adapt to changing circumstances. Job proactivity and vitality are important in changing environments. For instance, vital employees can better deal with change because they possess more energy. However, it is still unclear how organizations can stimulate proactivity and vitality. This study connects HRM and change management by analyzing how HRM practices can stimulate job proactivity and vitality. Design. We used survey data collected in three large public healthcare organizations in the Netherlands (n = 1,507) to investigate the effects of five important HRM practices on proactivity and vitality. Analyses were performed using Structural Equation Modeling. Findings. Results suggest that three HRM practices are particularly effective for improving proactivity and vitality: 1) high autonomy, 2) high participation in decision-making, and 3) high quality teamwork. Based on these results, we discuss the possibilities of using HRM to improve employees’ abilities t

Connecting HRM and Change Management: How HR Practices Can Stimulate Change Readiness

Organizations are continuously under pressure to adapt to new developments such as policy changes, budgets cuts, and the introduction of new management ideologies. To adjust successfully to changing conditions, it is important that employees feel vital and are pro-active so that they can help implementing proposed organizational changes. However, how job proactivity and vitality is achieved is still unclear. This study connect HRM literature with change management literature to analyze how HR practices can increase proactivity and vitality at work. We used data collected in three large public healthcare organizations in the Netherlands (n = 1,507). SEM results shows that three HR practices are particularly effective for improving proactivity and vitality: 1) autonomy, 2) participation in decision-making, and 3) teamwork. Based on these results, we discuss the possibilities of using HRM to stimulate employees’ readiness for organizational change

Sustainable procurement: A big-data study into the level of sustainability of more than 140,000 published procurement contract notices by Belgian contracting authorities

Contains fulltext : 181464pub.pdf (publisher's version ) (Open Access

Using Short Tests and Questionnaires for Making Decisions about Individuals: When is Short too Short?

Contains fulltext : 144904.pdf (publisher's version ) (Open Access)Tilburg University, 14 december 2012Promotor : Sijtsma, K. Co-promotor : Emons, W.H.M.162 p

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Sustainable procurement: A big-data study into the level of sustainability of more than 140,000 published procurement contract notices by Belgian contracting authorities

Contains fulltext : 181464pub.pdf (publisher's version ) (Open Access