563 research outputs found
Leadership communication in times of crisis
Get PDFWhat happens when your new research yields the opposite of what your previous research had predicted? This happened to Daan Stam, associate professor of innovation management at Rotterdam School of Management, when he and his colleagues expanded their previous research on communication and personal motivations to include communication in times of crises
Developing Purpose-Driven Leaders
Get PDFIn their piece, Hannes Leroy, Johannes Claeys, Mirko Benischke, and Daan Stam feature a powerful component of the leadership development programs at Rotterdam School of Management, Erasmus University, the Netherlands: the “I Will” statement, which connects individuals’ personal ambitions with the challenges of today’s society. The authors share three sequential steps of scaffolding purpose, inviting us to move from “I Am” (discover purpose) to “I Will” (commit to purpose) and arrive at “We Will” (engage others with your purpose)
Developing Purpose-Driven Leaders
Get PDFIn their piece, Hannes Leroy, Johannes Claeys, Mirko Benischke, and Daan Stam feature a powerful component of the leadership development programs at Rotterdam School of Management, Erasmus University, the Netherlands: the “I Will” statement, which connects individuals’ personal ambitions with the challenges of today’s society. The authors share three sequential steps of scaffolding purpose, inviting us to move from “I Am” (discover purpose) to “I Will” (commit to purpose) and arrive at “We Will” (engage others with your purpose)
Developing Purpose-Driven Leaders
Get PDFIn their piece, Hannes Leroy, Johannes Claeys, Mirko Benischke, and Daan Stam feature a powerful component of the leadership development programs at Rotterdam School of Management, Erasmus University, the Netherlands: the “I Will” statement, which connects individuals’ personal ambitions with the challenges of today’s society. The authors share three sequential steps of scaffolding purpose, inviting us to move from “I Am” (discover purpose) to “I Will” (commit to purpose) and arrive at “We Will” (engage others with your purpose)
Intellectual capital of the European Union 2008
No full textIn 2004 the report Intellectual capital of the European Union was published (Andriessen and Stam, 2004). This report provided insight in the value of the intellectual capital of the 15 countries of the European Union, in relationship to the goals set by the European Council in March 2000. Since this report, the EU grew from 15 to 27 countries and the Lisbon goals were reformulated in 2005. The aim of this paper is to repeat the measurement of the intellectual capital (IC) of the enlarged European Union (EU) in relationship to the new Lisbon goals.
In order to become the most competitive and dynamic knowledge-based economy, the EU decided to focus on “delivering stronger, lasting growth and creating more and better jobs” (CEC, 2005d, p.7). In this paper we translate this overall goal in 38 indicators. As the data was not available for all the new member states, we decided to limit our paper to the so-called EU-19.
Based on our measurements we conclude that the EU-19 is still behind Japan and far behind the USA, however the EU is catching up as both Japan and the USA have considerably lower growth figures than the EU-19. From an IC perspective, the EU is geographically divided. The Nordic countries are still the best performing countries. The southern European countries and the new member states stay behind. However, as the new member states invest more in their IC, it might be expected that their positions will improve in the future.
The aim of our paper was to measure the progress of the Lisbon Agenda for growth and jobs. Based on our measurements we conclude that the EU-19 is successful in terms of creating more and better jobs, but not successful in terms of delivering stronger, lasting growth
The effect of anonymity in idea evaluation
No full textWe studied the effects of anonymity on the outcome of idea evaluations within the context of
organizational ideation. Due to the rising popularity of topics like open innovation and knowledge of
the crowd research on the subject of ideation in general and idea evaluation in specific is becoming
more important. Response Bias is a known problem in Idea Evaluation. Evaluations are influenced by,
for example, Social Desirability Effects and Rater Bias. Research shows that response bias can
negatively affect the validity of results between 10% and 75%. Organizations that are using idea
evaluations in there innovation or ideation strategy rely on the outcome of these evaluations for there
future strategy. Therefor it is important for these organizations to be aware of the effect of response
bias and to take steps for eliminating these biases. One of the known methods of eliminating response
bias is anonymity and more specific, in the context of idea evaluation, the anonymity of both ideator
and evaluator. In this study we have researched the influence of anonymity of both the ideator and
evaluator on the Crowd Evaluation Score. We have conducted a field experiment in two
organizations. We collected 863 idea evaluations which we used for analysis. Our study shows that
there is an interaction effect between the anonymity of both ideator and evaluator. We have found that
the Crowd Evaluation Score is considerably lower when an evaluation is completely anonymous
The Role of Sensory Processing Sensitivity in Modulating the Authenticity-Stress Relationship within Workplace Environments
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Barking up the wrong tree: How diverging from the C-suite sheds new light on collective organisational engagement
No full textAgility and Sensitivity: Understanding the Influence of Agile Team Practices on Innovative Behavior of Highly Sensitive Individuals
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