Skills that will make you exceed in business
Business schools are known for training in financial and economical skills. However, a key…
Professor - Institutt for kommunikasjon og kultur
van Gils, Suzanne & Van Quaquebeke, Niels (2022)
Braddick, Oliver (red.). Oxford Research Encyclopedia of Psychology
Nübold, Annika; van Gils, Suzanne & Zacher, Hannes (2022)
Zeitschrift für Psychologie, 230(4), s. 311- 320. Doi: 10.1027/2151-2604/a000505
Organizational research on the dark triad has, so far, focused on individual differences in employees’ stable tendencies to act in manipulative, grandiose, or callous ways (i.e., dark triad traits). Research on momentary expressions of Machiavellianism, narcissism, and psychopathy (i.e., dark triad states) and the work situations that may trigger them is still in its infancy. Based on the conservation of resources theory, we hypothesized that daily role ambiguity and role conflict deplete employees’ daily self-control resources which, in turn, is related to the daily expression of dark triad states. To test our hypotheses, we conducted two daily diary studies across 5 and 10 workdays. Consistent with expectations, on days when employees experienced more role conflict than usual, they were more likely to express their darker side of personality. In contrast, hypotheses about the detrimental effects of daily role ambiguity and the mediating role of daily self-control depletion were not supported.
Gläser, Daniel; van Gils*, Suzanne & Van Quaquebeke, Niels (2022)
European Journal of Work and Organizational Psychology Doi: 10.1080/1359432X.2022.2039125
While paying employees for performance (PfP) has been shown to elicit increased motivation by way of competitive processes, the present paper investigates whether the same competitive processes inherent in PfP can also encourage aggressiveness. We tested our hypothesis in three studies that conceptually build on each other: First, in a word completion experiment (N = 104), we find that PfP triggers the implicit activation of the fighting and defeating facets of competitiveness. Second, in a multi-source field study (N = 94), coworkers reported more interpersonal deviance from colleagues when the latter received a performance bonus than when they did not. In our final field study (N = 286), we tested the full model, assessing the effect of PfP and interpersonal deviance mediated by competitiveness: Employees with a bonus self-reported higher interpersonal deviance towards their co-workers, which was mediated by individual competitiveness. These findings underscore that PfP can entail powerful yet widely unstudied collateral effects
Van Trijp, Catharina Petronella Johanna; Lekhal, Ratib, Drugli, May Britt, Rydland, Veslemøy, van Gils, Suzanne, Vermeer, Harriet J & Buøen, Elisabet Solheim (2021)
Children who experience well-being are engaging more confidently and positively with their caregiver(s) and peers, which helps them to profit more from available learning opportunities and support current and later life outcomes. The goodness-of-fit theory suggests that children’s well-being might be a result of the interplay between their temperament and the environment. However, there is a lack of studies that examined the association between children’s temperament and well-being in early childhood education and care (ECEC), and whether this association is affected by ECEC process quality. Using a multilevel random coefficient approach, this study examines the association between toddlers’ (N = 1,561) temperament (shyness, emotionality, sociability, and activity) and well-being in Norwegian ECEC and investigates whether process quality moderates this association. Results reveal an association between temperament and well-being. Staff-child conflict moderates the association between shyness and well-being, and between activity and well-being. Moreover, high emotional behavioral support moderates the association between activity and well-being. Extra attention should be paid by the staff to these children’s needs.
Wong, Sut I & van Gils, Suzanne (2021)
Distributed agile teams are increasingly employed in organizations, partly due to the increased focus on digital transformation. However, research findings about the performance of such teams appear to be inconsistent, calling for more research to investigate the conditions under which distributed agile teams may thrive. Given that task coordination is particularly challenging when team members are not co-located, the present study investigates the roles of the two types of task interdependence, i.e., initiated versus received task interdependence. Survey results from 191 participants working in distributed agile teams within three companies in Norway confirm our hypotheses. Specifically, we show that high initiated task interdependence is associated with higher role clarity of others, while received task interdependence is associated with higher role clarity of self, and that both subsequently result in higher team performance in distributed agile teams. Thus, we argue that each type of task interdependence contributes in a unique way to team performance in distributed agile teams.
Vogt, Catharina; van Gils, Suzanne, Van Quaquebeke, Niels, Grover, Steven & Eckloff, Tilman (2021)
We propose that two aspects of leadership, perceived respectful leadership and the degree of leaders’ prototypicality, positively affect employee proactivity. A multisource and multilevel field study of 234 employees supervised by 62 leaders shows that respectful leadership relates positively to employee proactivity in terms of personal initiative and that leader group prototypicality diminishes this effect. Moreover, perceived respectful leadership and prototypicality substitute for one another in their relation to follower proactivity. This study contributes to previous research that shows leader–follower relationships enhance proactivity by showing the impact of perceived respectful leadership and leader group prototypicality.
Manara, Muhammad Untung; van Gils, Suzanne, Nubold, Annika & Zijlstra, Fred R.H. (2020)
Ethical leadership has been suggested as an organizational factor that could reduce unethical behaviors in an organization. We extend this research by examining how and when ethical leadership could reduce followers’ corruption. We examined the moderating role of followers’ Machiavellianism and the mediating role of intuitive thinking style in the negative effect of ethical leadership on corruption. Across two different studies (field study and experiment), we found that ethical leadership decreases followers’ corruption (Studies 1 and 2) and that this negative effect is mediated by followers’ intuitive thinking style (Study 2). Furthermore, followers’ Machiavellianism moderated the direct negative effect of ethical leadership on corruption. However, the pattern of this moderation was not consistent. In Study 1, we found that ethical leadership has the strongest direct negative impact on corruption when followers’ Machiavellianism is high, whereas in Study 2, we found that ethical leadership has the strongest direct negative effect on corruption when followers’ Machiavellianism is low. The theoretical implications for corruption, ethical leadership, and information processing research, as well as practical implications for corruption prevention, will be discussed.
Hülsheger, Ute; van Gils, Suzanne & Walkowiak, Alicia (2020)
van Gils, Suzanne; Otto, Tobias & Dinartika, Niken L (2020)
Árnadóttir, Augusta; Kok, Gerjo, van Gils, Suzanne & Ten Hoor, Gill (2019)
Recycling waste is important to reduce the production of greenhouse gasses. The aim of this project was to understand determinants of cafeteria waste separation behavior among university students. First, the determinants of waste separation behavior among university students (n = 121) were explored using an online questionnaire. In study 2 (pre-/post-test design), the effect of a small intervention (based on study 1) on actual waste sorting behavior was observed. Finally, a semi-qualitative study in 59 students was conducted as process evaluation of the intervention. The following results were revealed: (1) Students have limited knowledge about waste separation, have a high intention to separate waste, are positive about waste separation in general, and believe that they can separate waste correctly. (2) Just over half of the waste is correctly recycled. An intervention with extra information had no significant effect on improving recycling behavior. (3) Students evaluated the intervention positively. Some students suggested that more information should be available where the actual decision making takes place. Ultimately, this paper concludes that although students have a positive attitude and are willing to behave pro-environmentally, there is a gap between intention and actual behavior. These results may also apply to other organizations and members of those organizations. New interventions are needed to trigger students to make correct waste separation decisions where the actual decision making takes place
van Gils, Suzanne & Horton, Kate (2019)
Journal of Business Research, 95, s. 455- 463. Doi: 10.1016/j.jbusres.2018.07.042
We examine how the two dimensions of moral identity - internalization and symbolization - impact on customers' relationships with ethical brands, as well as their satisfaction with different types of (private versus public) compensation and apologies following service failures. We propose and find in a field study of customers of a green social enterprise (N = 159) and in an online scenario study (N = 214) that high moral identity internalization is associated with higher satisfaction with private apologies, but not with public apologies and compensation, while high moral identity symbolization is associated with higher satisfaction with public compensation and apologies, but not with private apologies and compensation. Study 2 extends these findings by confirming that self-consistency mediates the relationships between moral identity internalization and private apologies and compensation, while social approval mediates the relationships between moral identity symbolization and public apologies and compensation. Unexpectedly self-consistency also mediated the effect of symbolization on public compensation. Implications of these findings are discussed.
van Gils, Suzanne; Van Quaquebeke, Niels, Borkowski, Jan & van Knippenberg, Daan (2018)
Human Relations, 71(12), s. 1590- 1610. Doi: 10.1177/0018726718754992
van Gils, Suzanne; Hogg, Michael, Van Quaquebeke, Niels & van Knippenberg, Daan (2017)
Journal of Business Ethics, 142, s. 155- 168. Doi: 10.1007/s10551-015-2784-0
Glaeser, Daniel; van Gils, Suzanne & Van Quaquebeke, Niels (2017)
Journal of Personnel Psychology, 16, s. 78- 91. Doi: 10.1027/1866-5888/a000181
Righetti, Francesca; Luchies, Laura, van Gils, Suzanne, Slotter, Erica, Witcher, Betty & Kumashiro, Madoka (2015)
Personality and Social Psychology Bulletin, 41(6) Doi: 10.1177/0146167215579054
Giessner, Steffen R.; Van Quaquebeke, Niels, van Gils, Suzanne, van Knippenberg, Daan & Kollee, Janine (2015)
Frontiers in Psychology, 6 Doi: 10.3389/fpsyg.2015.01126
van Gils, Suzanne; Van Quaquebeke, Niels, van Knippenberg, Daan, van Dijke, Marius & De Cremer, David (2015)
Leadership Quarterly, 26(2), s. 190- 203. Doi: 10.1016/j.leaqua.2014.08.005
van Gils, Suzanne; Van Quaquebeke, Niels & van Knippenberg, Daan (2010)
European Journal of Work and Organizational Psychology, 19, s. 333- 363. Doi: 10.1080/13594320902978458
Babalola, Mayowa T.; Bal, Matthijs, Cho, Charles H., Garcia-Lorenzo, Lucia, Guedhami, Omrane, Liang, Hao, Shailer, Greg & van Gils, Suzanne (2022)
To commemorate 40 years since the founding of the Journal of Business Ethics, the editors-in-chief of the journal have invited the editors to provide commentaries on the future of business ethics. This essay comprises a selection of commentaries aimed at creating dialog around the theme Bringing Excitement to Empirical Business Ethics Research (inspired by the title of the commentary by Babalola and van Gils). These editors, considering the diversity of empirical approaches in business ethics, envisage a future in which quantitative business ethics research is more bold and innovative, as well as reflexive about its techniques, and dialog between quantitative and qualitative research nourishes the enrichment of both. In their commentary, Babalola and van Gils argue that leadership research has stagnated with the use of too narrow a range of perspectives and methods and too many overlapping concepts. They propose that novel insights could be achieved by investigating the lived experience of leadership (through interviews, document analysis, archival data); by focusing on topics of concern to society; by employing different personal, philosophical, or cultural perspectives; and by turning the lens on the heroic leader (through “dark-side” and follower studies). Taking a provocative stance, Bal and Garcia-Lorenzo argue that we need radical voices in current times to enable a better understanding of the psychology underlying ethical transformations. Psychology can support business ethics by not shying away from grander ideas, going beyond the margins of “unethical behaviors harming the organization” and expanding the range of lenses used to studying behavior in context. In the arena of finance and business ethics, Guedhami, Liang, and Shailer emphasize novel data sets and innovative methods. Significantly, they stress that an understanding the intersection of finance and ethics is central to business ethics; financial equality and inclusion are persistent socio-economic and political concerns that are not always framed as ethics issues, yet relevant business policies and practices manifest ethical values. Finally, Charles Cho offers his opinion on the blurry line between the “ethical” versus “social” or “critical” aspects of accounting papers. The Journal of Business Ethics provides fertile ground for innovative, even radical, approaches to quantitative methods (see Zyphur and Pierides in J Bus Ethics 143(1):1–16, https://doi.org/10.1007/s10551-017-3549-8, 2017), as part of a broad goal of ethically reflecting on empirical research.
van Gils, Suzanne & Buhmann, Alexander (2019)
[Academic lecture]. EUPRERA Annual Congress.
|2012||Rotterdam School of Management, Erasmus University||PhD|
|2007||Vrije Universiteit, Amsterdam||Master of Science|
|2021 - Present||BI Norwegian Business School||Associate professor|
|2019 - 2020||BI Norwegian Business School||Lecturer|
|2013 - 2018||Maastricht University||Assistant professor|
|2012 - 2013||Kühne Logistics University||Post-doctoral research fellow|