Samenvatting Topics in Business Economics (cijfer 9,0)
Samenvatting Topics in Business Economics
Topic 1: Course outline; theoretical perspectives in business economics research (Visser):
1) Chua, W.F. (1986). Radical developments in accounting thought. Accounting Review, 61,
2) Van der Meer-Kooistra, J. & Vosselman, E. (2012). Research paradigms, theoretical pluralism
and the practical relevance of management accounting knowledge. Qualitative Research
in Accounting & Management, 9, 245-264.
Topic 2: Management control and organizational behavior (Visser):
1) Hofstede, G. (1981). Management control of public and not-for-profit activities. Accounting,
Organizations and Society, 6, 193-211.
2) Chwastiak, M. (2006). Rationality, performance measures and representations of reality:
Planning, programming and budgeting in the Vietnam War. Critical Perspectives on Accounting,
Topic 3: Critical accounting: Introduction and themes (Visser):
1) Ezzamel, M. & Robson, K. (2009). Accounting. In M. Alvesson, T. Bridgman & H. Willmott
(Eds.), Oxford handbook of critical management studies (pp. 473-497). Oxford: Oxford University
2) Clegg, S.R. (2015) Reflections: Why old social theory might still be useful. Journal of
Change Management, 15, 8-18.
Assignment II: Academic writing (Visser):
1) Bem, D.J. (1995). Writing a review article for Psychological Bulletin. Psychological Bulletin,
2) Webster, J. & Watson, R.T. (2002). Analyzing the past to prepare for the future: Writing a
literature review. MIS Quarterly, 26, xiii-xxiii.
Topic 4: Critical accounting: Moral limits to control (Visser):
1) Jermier, J.M. (1998). Introduction: Critical perspectives on organizational control. Administrative
Science Quarterly, 43, 235-256.
2) Dillard, J.F. & Ruchala, L. (2006). The rules are no game: From instrumental rationality to
administrative evil. Accounting, Auditing & Accountability Journal, 18, 608-630.
Topic 5: Organizations and environment: Markets and networks (Knoben)
1).Gnyawali, D.R. & Madhavan, R. (2001). Cooperative networks and competitive dynamics:
A structural embeddedness perspective. Academy of Management Review, 26, 431-445.
2) Bakker, R. & Knoben, J. (2015). Built to last or meant to end? Intertemporal choice in strategic
alliance portfolios. Organization Science, 26, 256-276.
Topic 6: Organizations and environment: Geography (Knoben):
1) Beaudry, C. & Schiffauerova, A. (2009). Who's right, Marshall or Jacobs? The localization
versus urbanization debate. Research Policy, 38, 318-337.
2) Knoben, J., Arikan, A., Van Oort, F.G & Raspe, O. (2016). Agglomerations and firm performance:
One firm’s medicine is another firm’s poison. Environment and Planning A, 48, 132-
Topic 7: Organizations and environment: Institutions (Knoben):
1) Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management
Review, 16, 145-179.
2) Simons, T., Vermeulen, P.A.M. & Knoben, J. (2016). There is no beer without a smoke:
Community cohesion and neighboring communities’ effects on organizational resistance to
antismoking regulations in the Dutch hospitality Industry. Academy of Management Journal,
Topic 8: Learning from performance feedback (Knoben):
1) Greve, H.R. (1998). Performance, aspirations, and risky organizational change. Administrative
Science Quarterly, 43, 58-86.
2) Lucas, G.J., Knoben, J. & Meeus, M. (2017). Contradictory yet coherent? Inconsistency in
performance feedback and R&D investment change. Journal of Management, in press.
Topic 9: Management control systems and organizational learning (Visser):
1) Argyris, C. (1990). The dilemma of implementing controls: The case of managerial accounting.
Accounting, Organizations and Society, 15, 503-511.
2) Kloot, L. (1997). Organizational learning and management control systems: Responding to
environmental change. Management Accounting Research, 8, 47-73.
Topic 10: Accounting, control and information technology (Aernoudts)
1) Quattrone, P. & Hopper, T. (2005). A ‘time space odyssey’: Management control systems
in two multinational organizations. Accounting, Organizations and Society, 30, 735-764.
2) Poston, R.S. & Grabski, S. (2001). Financial impacts of enterprise resource planning implementations.
International Journal of Accounting Information Systems, 2, 271-294.
Topic 11: Organizations and sustainability: Making the case (Reimsbach):
1) Bansal, P. & Roth, K. (2000). Why companies go green: A model of ecological responsiveness.
Academy of Management Journal, 43, 717-736.
2) Campbell, J. (2007). Why would corporations behave in socially responsible ways? An institutional
theory of corporate social responsibility. Academy of Management Review, 32,
Topic 12: Management control systems and strategy: Quantitative studies (Aernoudts):
1) Langfield-Smith, K.M. (1997). Management control systems and strategy: A critical review.
Accounting, Organizations and Society, 22, 207-232.
2) Chenhall, R.H. (2003). Management control system design within its organizational context:
Findings from contingency-based research and directions for the future. Accounting, Organizations
and Society, 28, 127-168
Topic 13: Management control systems and strategy: Qualitative studies (Aernoudts):
1) Marginson, D.E.W. (2002). Management control systems and their effects on strategy formation
at middle-management levels: Evidence from a UK organization. Strategic Management
Journal, 23, 1019-1031.
2) Tuomela, T.-S. (2005). The interplay of different levers of control: A case study of introducing
a new performance measurement system. Management Accounting Research, 16, 293-
Topic 14: Organizations and sustainability: Sustainability performance (Reimsbach):
1) López, M.V., Garcia, A. & Rodriguez, L. (2007). Sustainable development and corporate
performance: A study based on the Dow Jones sustainability index. Journal of Business Ethics,
2) Hubbard, G. (2009). Measuring organizational performance: Beyond the triple bottom
line. Business Strategy and the Environment, 18, 177-191.
Topic 15: Organizations and sustainability: Sustainability reporting (Reimsbach):
1) Clarkson, P.M., Li, Y., Richardson, G.D. & Vasvari, F.P. (2008). Revisiting the relation between
environmental performance and environmental disclosure: An empirical analysis. Accounting,
Organizations and Society, 33, 303-327.
2) Hahn, R. & Lülfs, R. (2014). Legitimizing negative aspects in GRI-oriented sustainability reporting:
A qualitative analysis of corporate disclosure strategies. Journal of Business Ethics,
Topic 16: Organizations and sustainability: (Re)integration of sustainability (Reimsbach):
1) Van Bommel, K. (2014). Towards a legitimate compromise? An exploration of integrated
reporting in the Netherlands. Accounting, Auditing & Accountability Journal, 27, 1157-1189.
2) Reimsbach, D., Hahn, R. & Gürtük, A. (2017). Integrated reporting and assurance of sustainability
information: An experimental study on professional investors’ information processing.
European Accounting Review, in press.
Summary Organization Theory and Design for Pre-msc
Complete summary of the course Organization Theory and Design for Pre-msc. It contains tables (but not all).
Samenvatting Organizational, Theory & Design
Comprehensive summary, incl. PowerPoints from lectures, from the book 'Organizational Theory, Design, and Change' written by Gareth R. Jones. Summary for the course 'Organizational Theory & Design (OTD)' for the Pre-MSc. from ao Change Management.
Organization Theory, Design and Change - Gareth R. Jones (2012)
Summary chapter 1-14 of the book Organization Theory, Design and Change (seventh edition) - Gareth R. Jones (2012)
Summary - HRM, Work-Design and Technology - Including figures and tables
Summary of all the articles of the course \'\'HRM, Work-Design and Technology\".
1.1 Work Matters – Job Design in Classic and Contemporary Perspectives. Grant, A., Fried, Y. & Juillerat, T. (2011)
1.2 Alternative Work Arrangements: Two Images of the New World of Work. Spreitzer, G., Cameron, L. & Garrett, L. (2017)
1.3 Contextualizing Individual Well-Being and Performance at Work Van Veldhoven, M. & Peccei, R. (2015)
2.1 The Influence of Technology on the Future of Human Resource Management Stone, D., Deadrick, D., Lukaszewski, K. & Johnson, R. (2015)
2.2 The Strategic Value of E-HRM: results from an exploratory study in a governmental organization Bondarouk, T. & Ruël, H. (2013)
3.1 Work Analysis: From Technique to Theory Morgeson, F. & Dierdorff, E. (2011)
3.2 Illegitimate tasks as a source of work stress Semmer, N., Jacobshagen, N., Meier, L., Elfering, A., Beehr, T., Kälin, W. & Tschan, F. (2015)
4.1 Smartphone Use, Work-Home Interference,and Burnout: A Diary Study on the Role of Recovery Derks, D. & Bakker, A. (2014)
4.2 When control becomes a liability rather than an asset: Comparing home and office days among part-time teleworkers. Biron, M. & Van Veldhoven, M. (2016)
5.1 Idiosyncratic Jobs, Organizational Transformation, and Career Mobility. Miner, A. & Akinsanmi, O. (2016)
5.2 Work Design Influences: a Synthesis of Multilevel Factors that Affect the Design of Jobs. Parker, S., van den Broeck, A. & Holman, D. (2017)
6.1 A theory of work gamification: something old, something new, something borrowed, something cool? Cardador, M, Northcraft, G. & Whicker, J. (2017)
6.2 How Technology is Changing Work and Organizations. Cascio, W. & Montealegre, R. (2016)
6.3 Artificial Intelligence and the Public Sector – Applications and Challenges. Wirtz, B., Weyerer, J. & Geyer, C. (2018)
7.1 Unfairness by Design? The Perceived Fairness of Digital Labor on Crowdworking Platforms. Fieseler, C., Bucher, E. & Hoffman, C. (2017)
7.2 Reintegrating job design and career theory: Creating not just good jobs but smart jobs. Hall, D. & Las Hears, M. (2010)
Summary of the literature of the course 0HV100 - Human Factors
Summary of all literature for 0HV100
Literature consists of:
- Chapter 1. Guided tour of ergonomic design
- Defeating Feature Fatigue
- User Experience and Experience Design by Marc Hassenzahl
- Affective Interaction Understanding, Evaluating, and Designing for Human Emotion (Lottridge et al.)
- Chapter: Safety and Accident Prevention
- Chapter 51: Design for People with Functional Limitation
- Distributed Cognition and Extended Mind Theory
- On-the-Move and in your Car: an overview of HCI Issues for In-Car Computing
- Chapter: Driving and the Future
- Chapter 13: Stress and Workload
- Hours of Boredom, Moments of Terror
- Chapter 8: Display of Visual, Auditory, and Tactual Information
- Chapter 9: Automation and Control
Summary of Organizational Theory, Design, and Change (Jones, G.R.), 7th edition
Summary of Organizational Theory, Design, and Change (Jones, G.R.), 7th edition
Dissertation/Project: An Investigation into What Influences Managers’ Approach to Subordinate Job Design
Effective job design is fundamental for an organisation to operate successfully.
Although existing job design models provide a theoretical platform on which job
design should be based, and managers can choose whether to take a bottom-up or
a top-down approach to subordinate job design, low employee job satisfaction in
the labour market suggests that managers are making the wrong job design
choices. The primary aim of this cross-sectional study is therefore to examine
which subordinate job design choices managers make, and what is influencing
their decision and why. Data was collected by interviewing 10 managers from a
variety of industries and thematic analysis was subsequently used to analyse the
data set. The results showed that in principal managers prefer to take a bottom-up
approach to job design across their subordinates and that their subordinate job
design decisions are influenced by both the experience and predilections of both
themselves and their subordinate. However contributing a novel finding to the
literature, the results also showed that work context is the most important factor
in managers’ subordinate job design decisions. In unfavourable environments a
manager’s approach changes from a bottom-up to a top-down approach, and it is
proposed that this change in approach is both dynamic and cyclical in nature.
Future research should focus on empirically testing these findings, as well as
determining how often a manager changes their approach to subordinate job
design and whether a manager’s decision to do so is effective.
Chapter I: Introduction
Job design is central to the success of every organisation. Defined in its simplest
terms as “the actual structure of jobs that employees perform” (Oldham and
Fried, 2016, p. 20), job design includes decisions such as the number and kinds
of tasks completed, how tasks are allocated, and the level of responsibility
employees are given in their work. Job design has existed as a concept since the
late 18th century, however it is worth noting that more recent literature instead
uses the term ‘work design’ to further acknowledge how job design links to the
broader work environment (Morgeson and Humphrey, 2006). Demonstrating the
importance of job design decisions, factors at an organisational, group and
individual level can influence job design (Parker et al., 2017).
For the best part of a century managers had little choice in how they
approached job design and a top-down approach to job design was often taken.
The top-down approach is manager-led and thus subordinates have little
influence on what their roles and responsibilities are, and how they execute them
(Hornung et al., 2010). However the realisation that simplified work demotivated
employees inspired a change in thinking (Oldman and Fried., 2016). New
theories emerged that instead promoted job redesign, suggesting that if jobs were
designed to empower staff, job satisfaction, motivation and an employee’s sense
of self worth would improve (Humphrey et al., 2007). Today these theories are
widely accepted and in the majority of cases modern job design is far from
simplified and standardised. As a result, more recent job design literature moved
away from the assumption that the only choice in job design was a top-down
approach, and instead explored whether job design decisions could be made in
different ways. Two new job design theories have since emerged, namely job
crafting and idiosyncratic deals (i-deals).
Job-crafting is a bottom-up approach to job design and was proposed by
Wrzesniewski and Dutton (2001). In contrast to the top-down approach, job2
crafting is self-initiated by subordinates and describes the process of an
employee independently changing aspects of their role without authority to better
suit both their needs and their knowledge, skills and abilities (Bakker et al.,
2012). Wrzesniewski and Dutton (2001) identify three types of crafting, namely:
task crafting (where an employee changes their work responsibilities), relational
crafting (where an employee chooses who they interact with whilst completing
their job) and cognitive crafting (where employees change how they think about
work tasks; Berg et al., 2013). A great deal of literature has investigated the
antecedents and outcomes of job crafting at an individual level. With regards to
the former, empirical studies have shown that employees who engage in job
crafting have a proactive personality, high-work engagement (Tims et al., 2012;
Rudolph et al., 2017) and high self-efficacy (Niessen et al., 2016). With regards
to the outcomes of job crafting, studies have demonstrated that it improves work
meaning and work identity (Wrzesniewski et al., 2013), as well as increasing
employee well-being (Tims et al., 2013); work engagement (Sakuraya et al.,
2016); self-efficacy (Kanten, 2014; van Wingerden et al., 2016), and both
individual and team performance (Tims et al., 2013b; Tims et al., 2014).
A number of years later it was also proposed that job design could also be
approached through the formation of idiosyncratic deals (i-deals). I-deals are
based on social exchange theory and represent a situation whereby an employee
and manager negotiate changes to job design (Rousseau et al., 2006). It follows
that the arrangements that follow are mutually beneficial to both parties. Several
types of i-deals exist: flexibility i-deals, development i-deals and task i-deals;
which personalise work schedules, tailor specific skill development to individual
need, and customise work content respectively (Hornung et al., 2010). Similarly
to the job crafting literature, research has focused on both the factors that are
associated with prompting the negotiation of i-deals, and identifying beneficial
outcomes. At an individual level the former includes characteristics such as high
initiative (Hornung et al., 2008), political skills, and good relationships with
managers (Rosen et al., 2013). The outcomes of i-deals include increased
performance (Hornung et al., 2014), job satisfaction (Rosen et al., 2013) and
affective commitment (Hornung et al., 2008; Rosen et al., 2013).3
There is no doubt that many of the fundamental questions surrounding the topic
of job design have been answered (Grant and Parker, 2009): there has been
extensive research into the antecedents and outcomes of the different approaches
to job design, and it has been shown that appropriate job design has beneficial
outcomes such as increased employee satisfaction, motivation, wellbeing and
performance (Humphrey et al., 2007). Furthermore research agrees that
managers can realise these beneficial outcomes by empowering staff and giving
them autonomy (Morrison et al., 2005; Humphrey et al., 2007). However despite
this advice, and the different job design choices that are available to managers,
levels of subordinate autonomy and job satisfaction in the labour market remain
relatively low (Lopes et al., 2014; The Conference Board, 2017). This suggests
that managers appear to be making the wrong job design choices. It is important
that this discrepancy is explored further because this could adversely affect the
previously discussed beneficial outcomes of job design. Given that research into
job design from a manager’s perspective is largely underdeveloped (Humphrey
et al., 2007; Parker et al., 2017), the aim of this research project is therefore to
understand what job design choices managers are making and what is influencing
With this in mind it is intended that this research project will contribute to the job
design literature by addressing this theoretical gap, thus providing a premise for
future research. It follows that the aim of this research project is therefore to
answer the research question ‘What influences a manager’s approach to
subordinate job design and why?’. In order to answer this, the following
objectives are set.
1. To determine which type of job design managers prefer to implement and
2. To determine if their choice is consistent across their subordinates and
3. To understand what factors are influencing their choice and why.
NURS 3150 Week 3 Quiz / NURS 3151 Week 3 Quiz (2018): Walden University (Verified answers, Scored A)
NURS 3150 Week 3 Quiz / NURS 3151 Week 3 Quiz: Walden University
1. Quantitative research can be described as
a. objective and formal
b. subjective and formal
c. objective and informal
d. subjective and informal
2. A quantitative research study
a. must have ratio level data
b. must have at least interval level data
c. uses participant observation
d. uses standardized measures
3. The blueprint for quantitative studies is termed
a. research design
b. research goal
c. research objective
d. research process
4. Methods to collect data in a descriptive quantitative study could include all but
a. administering a questionnaire to participants
b. analyzing an existing data set
c. manipulating the independent variable for positive reinforcement of desired behaviors
d. observing participants responses to an intervention
5. Correlation research may be used to
a. describe observations of nurse bedside reporting techniques
b. examine the association between patient handoff and patient satisfaction
c. participate in a cultural experience to understand the participant’s pain reactions
d. review medical records to obtain historical data
6. The results of correlation research
a. implies that one variable causes a change in another
b. implies that one variable does not cause a change in another
c. implies there may be a relationship between the two variables where one may influence the outcome of the other
d. implies there is a cause-and-effect relationship between the two dependent variables
7. Home care nurses are observed as they provide skin care to individuals with hospital acquired pressure ulcers. On average, the nurses spend at least ten minutes more providing this care than they normally do. This is an example of what concept relevant to quantitative research?
c. Hawthorne effect
d. Placebo effect
8. How is a sample different from a population?
a. A sample is larger than a population.
b. A population is larger than a sample.
c. A population is part of a sample
d. There is no difference, the terms mean the same thing in research
9. A researcher is studying the relationship between fatigue and stress among staff nurses in an acute care setting. 100 nurses were recruited and completed a self-administered questionnaire. This can add bias to the study because
a. This requires someone to read the questions to the participant to be sure they are interpreted accurately.
b. The researcher isn’t completely sure who completed the questionnaire.
c. The questionnaire may not be completed within the required time frame.
d. The questionnaire must be completed in the presence of the researcher.
10. When selecting a questionnaire to be used as a research instrument, the researcher must be sure the instrument is ____________.
a. Credible and trustworthy
b. Credible and valid
c. Reliable and valid
d. Reliable and trustworthy
11. A causal relationship is said to exist
a. When the dependent variable changes as the independent variable is manipulated.
b. When the independent variable changes as the dependent variable is manipulated.
c. There is no change when either of the variables are manipulated.
d. Both variables change when the independent variable is manipulated.
12. A researcher wants to know whether nursing fatigue is one cause of poor patient satisfaction scores. The independent variable is
a. Nursing fatigue
b. Patient satisfaction scores
c. Both nursing fatigue and patient satisfaction scores
d. Number of hours worked by the nurse during the week previous to measuring patient satisfaction scores.
13. A sampling technique used in experimental design includes
d. Voluntary selection
14. Causality is tested through which of the following?
a. Grounded theory
b. Experimental research
c. All quantitative research
d. Descriptive research
15. Why does subject attrition affect internal validity?
a. A study in which the majority of the subjects die calls into question whether the treatment itself is safe
b. Subjects who drop out may differ from those who stay in the study, in terms of an important extraneous variable.
c. Type I error is almost guaranteed with very unequal sample sizes.
d. Subject mortality may result in a sample that is so much smaller than anticipated that type II error may result.
16. A questionnaire used in a study is said to be reliable if the results obtained are
17. Match the description of the research with the type of design
The Life Impact Rating Scale was administered to college freshmen
The relationship between the lack of sleep and medication errors were analyzed
It was determined low potassium levels in a cardiac patient caused the tachycardia
Students completed an inventory identifying coping mechanisms, attended a two day course on how to succeed in college, and then completed the same inventory two months later to determine if the workshop was effective
C. Cause and effect
D. Pre-test - post-test
18. In research, rigor involves adhering to the study design, paying strict attention to detail, and being sure all data collected is accurate.
19. The plan for data analysis can be developed once the data collection is complete.
20. A mixed methods research design means two types of quantitative studies are used to collect and analyze the data.
21. In quantitative experimental research, the independent variable is manipulated to determine the effects on the dependent variable.
22. A research may choose to conduct a pilot study before the main study is conducted in order to determine if the data collection tool will measure the dependent variable accurately.
23. A random table of numbers may be used to select participants for an experimental study.
24. The pre-test post design is used in correlation research to show there is a relationship between the pre and post interventions.
25. The researcher must select an appropriate design for a study in order to eliminate error and make critique of the findings possible.
26. The difference between probability sampling and non-probability sampling is the chance of a participant being selected to participate in the study.