Anders Dysvik is Professor of Organizational Behavior at the Department of Leadership and Organizational Behavior, BI Norwegian Business School. He received his Ph.D. from BI Norwegian Business School. His work has been accepted for publication in journals such as Academy of Management Journal, Journal of Management Studies, Journal of Organizational Behavior, The Leadership Quarterly, Journal of Vocational Behavior, and Human Resource Management. He is one of two Norwegian Ambassadors to the HR Division of the Academy of Management and the Norwegian representative to the Collaboration for Cross-Cultural Research on Contemporary Careers (5C). He is an Associate Editor of Human Resource Management Journal and German Journal of Human Resource Management and member of the Editorial Board for Academy of Management Learning and Education.
He teaches executive, master of science and bachelor programs. He is involved in research collaboration projects with a number of Norwegian and International organizations and is also hired to hold invited talks for practitioners on HRM issues.
Research areas
Human Resource Management (e.g. training and development, pay systems, performance management, supportive HR practices, temporary employment, careers, newcomer socialization)
Organizational Behavior (e.g. motivation, stressors, work performance, helping behaviors, turnover, knowledge sharing, knowledge hiding, creativity, innovation)
Leadership (e.g. perceived supervisor support, LMX)
Teaching areas
Human Resource Management
Organizational Behavior
Research Methods
We draw on the conservation of resources theory to examine how upward and horizontal career transitions contribute to both objective and subjective career success among a longitudinal sample, covering the first 10 to 15 years of their career. Further, we adopt socioemotional-selective theory to investigate how upward and horizontal career transitions contribute differently to career success from a lifespan perspective. Latent growth curve analysis revealed that increases in upward and horizontal career transitions over time were positively related to increases in objective career success and positively related to subjective career success. As expected, the positive effect of horizontal transitions on objective career success was stronger for younger individuals. Contrary to our expectations, upward transitions had a stronger effect on the objective career success of older individuals. We found no age effects on subjective career success. This study helps to further our understanding of how different types of career movements contribute to career success, and the types of transitions that are important for individuals of different ages.
Subjective career success continues to be a critical topic in careers scholarship due to ever changing organizational and societal contexts that make reliance upon external definitions of success untenable or undesirable. While various measures of subjective career success have been developed, there is no measure that is representative of multiple nations. In this study, we develop and validate a new subjective career success scale, which is unique from currently available measures in that it was developed and validated across a broad representation of national cultures. We validated the scale across four phases and several studies cumulatively involving 18,471 individual respondents from 30 countries based upon the GLOBE and Schwartz cultural clusters. This scale allows for addressing career success differences both within and across cultures. It is also easily applicable in everyday practice for companies operating in multi-country contexts. We explore theoretical and practical implications.
Solberg, Elizabeth; Lai, Linda & Dysvik, Anders (2021)
When Midway Won’t Do: The Curvilinear Relationship Between Intrinsic Motivation and Willingness to be Flexible
Intrinsic motivation is held as critical for employees’ willingness to be flexible (WTBF). Yet empirical research suggests that employees who find work intrinsically satisfying could resist work changes. In this study, we predict that the relationship between intrinsic motivation and employees’ WTBF will become more positive as intrinsic motivation advances beyond moderate levels. We also examine the role developmental supervisor support plays in generating the critical threshold of intrinsic motivation needed for it to be positively related with WTBF. Our study provides insight into how and when intrinsic motivation increases employees’ WTBF and into the degree of developmental support needed to facilitate a positive relationship between these variables.
Kuvaas, Bård & Dysvik, Anders (2020)
Lønnsomhet gjennom menneskelige ressurser: Evidensbasert HRM
Fagbokforlaget.
Nerstad, Christina; Buch, Robert, Dysvik, Anders & Säfvenbom, Reidar (2020)
Stability of Individuals’ Definitions of Success and the Influence of Perceived Motivational Climate: A Longitudinal Perspective
In the present study, we investigated the stability and malleability of cadets’ definitions of success (mastery and performance goal orientations) contextualized within a certain motivational climate (mastery and performance climates). Based on data from three military academies, the results revealed that cadets’ goal orientations and their perceptions of the motivational climate remained relatively stable throughout the 2 years of study across three time-points. We also found that a mastery climate predicted individual mastery orientation, and that a performance climate predicted individual performance orientation. These findings contribute to achievement goal theory by clarifying the importance of considering goal orientation contextualized within a certain motivational climate over time. Implications for future research and practice are discussed.
Nyfoudi, Margarita; Theodorakopoulos, Nicholas, Psychogios, Alexandros & Dysvik, Anders (2020)
Tell it like it is in SME teams: Adverse Working Conditions, Citizenship Behaviour, and the role of Team Information Sharing in a Turbulent Economy
This article examines the relationship between the deterioration of working conditions concomitant with macroeconomic turbulence and employees’ citizenship, i.e. discretionary effort, towards the organisation. In particular, this study focuses on teams and how to redress the employee backlash against the increasing adversity experienced. Having collected data from 151 employees in 23 Cypriot small and medium enterprise teams during a macroeconomic crisis, the findings demonstrate that adverse working conditions relate negatively to discretionary effort only for those teams with low and moderate levels of information sharing. The study highlights the vital role of team information sharing in dampening the negative workplace repercussions of a deeply recessional economy.
Kopperud, Karoline; Nerstad, Christina & Dysvik, Anders (2020)
Should I Stay or Should I Go? The Role of Motivational Climate and Work–Home Spillover for Turnover Intentions
Emerging trends in the workforce point to the necessity of facilitating work lives that foster constructive and balanced relationships between professional and private spheres in order to retain employees. Drawing on the conservation of resources theory, we propose that motivational climate influences turnover intention through the facilitation of work–home spillover. Specifically, we argue that employees working in a perceived mastery climate are less likely to consider voluntarily leaving their employer because of increased positive–and reduced negative—work–home spillover experiences. We further argue that employees working in a perceived performance climate are more likely to consider voluntarily leaving their employer because of reduced positive—and increased negative—work–home spillover experiences. In a cross—lagged survey of 1074 employees in a Norwegian financial-sector organization, we found that work–home spillover partly mediates the relationship between a perceived motivational climate and turnover intention. Specifically, mastery climates seem to facilitate positive—and reduce negative—spillover between the professional and private spheres, which in turn decreases employees’ turnover intention. Contrary to our expectations, a perceived performance climate slightly increased both positive and negative work-home spillover, however increasing employees’ turnover intention. We discuss implications for practice and future research.
Kaše, Robert; Zupic, Ivan, Repovs, Eva & Dysvik, Anders (2020)
Methodologies in organizational career research: Past, present and future
Gunz, Hugh; Lazarova, Mila & Mayrhofer, Wolfgang (red.). The Routledge Companion to Career Studies
Kuvaas, Bård; Buch, Robert & Dysvik, Anders (2020)
Individual Pay for Performance, Controlling Effects, and Intrinsic Motivation
A core question in research on compensation and motivation is whether individual variable pay for performance (IVPFP) can undermine intrinsic motivation in the workplace. We investigated the mediating role of a controlling efect on the relationship between the amount of IVPFP received and intrinsic motivation. In a three-wave study of 304 employees from eight European countries, we found that a controlling efect mediated the negative association between IVPFP and intrinsic motivation. These fndings support the proposition from self-determination theory that fnancial rewards can have a controlling efect that decreases intrinsic motivation. Theoretical and practical implications for compensation and motivation in the workplace are discussed.
Solberg, Elizabeth; Lapointe, Émilie & Dysvik, Anders (2020)
You care about me, but can I count on you? Applying a psychological contract perspective to investigate what makes employees willing to be internally employable
For this study, we adopted a psychological contract-based perspective to investigate whether the fulfillment of perceived developmental promises made to employees is positively related to their willingness to accept internal job-related changes when needed by the organization, a construct we refer to as the willingness to be internally employable. We also examined the role played by line managers in facilitating employees’ willingness to be internally employable by fulfilling perceived developmental promises. We tested our conceptual model with data collected from ninety-eight recently hired employees in a Norwegian organization under an initiative emphasizing employee development. We found that developmental promise fulfillment is more important for employees’ willingness to be internally employable in this context than any perceived provision of developmental inducements in isolation. Further, we found that employee perceptions of the developmental support provided by their line manager related positively to their willingness to be internally employable by way of developmental promise fulfillment; however, this was not the case with perceived developmental inducements. Our findings support the importance of developmental promise fulfillment in fostering employee willingness to be internally employable and the critical role played by line managers in fulfilling developmental promises that employees believe have been made by their organization.
Sørlie, Henrik; Hetland, Jørn, Dysvik, Anders, Fosse, Thomas Hol & Martinsen, Øyvind L. (2020)
Person-Organization Fit in a military selection context
The goal of personnel selection is to find predictors that, together, maximize the explained variance in important job outcomes such as Task Performance or Work Engagement. Common predictors include Intelligence and Big Five Personality. Using Person-Organization Fit (P-O Fit) for selection purposes has been discussed, but, beyond Intelligence and Personality, evidence of the incremental predictive validity of P-O Fit in relation to task performance and work engagement is scarce. This study examines the practical utility of indirectly measured P-O Fit as a selection tool in a military setting. Measures of objective P-O Fit were obtained from actual applicants in a military selection setting and combined with self-report measures of Work Engagement upon organizational entry, and supervisor-rated Task Performance approximately two weeks later. P-O Fit predicted both Task Performance (R2 = .041) and Work Engagement (R2 = .038). More importantly, P-O Fit yielded incremental predictive validity in relation to both outcomes, also after controlling for intelligence and personality traits. While our initial models (including age, gender, intelligence, and personality) explained 25.1% and 5.8% of the variance in work engagement and task performance, respectively, this increased to 26.3% and 6.3%, respectively, after the inclusion of P-O Fit. Implications for practical use in selection systems are discussed.
Kuvaas, Bård; Shore, Lynn M., Buch, Robert & Dysvik, Anders (2020)
Social and economic exchange relationships and performance contingency: Differential effects of variable pay and base pay
Careers in context: An international study of career goals as mesostructure between societies' career‐related human potential and proactive career behaviour
Careers exist in a societal context that offers both constraints and opportunities for career actors. Whereas most studies focus on proximal individual and/or organisational‐level variables, we provide insights into how career goals and behaviours are understood and embedded in the more distal societal context. More specifically, we operationalise societal context using the career‐related human potential composite and aim to understand if and why career goals and behaviours vary between countries. Drawing on a model of career structuration and using multilevel mediation modelling, we draw on a survey of 17,986 employees from 27 countries, covering nine of GLOBE's 10 cultural clusters, and national statistical data to examine the relationship between societal context (macrostructure building the career‐opportunity structure) and actors' career goals (career mesostructure) and career behaviour (actions). We show that societal context in terms of societies' career‐related human potential composite is negatively associated with the importance given to financial achievements as a specific career mesostructure in a society that is positively related to individuals' proactive career behaviour. Our career mesostructure fully mediates the relationship between societal context and individuals' proactive career behaviour. In this way, we expand career theory's scope beyond occupation‐ and organisation‐related factors.
Connelly, Catherine; Černe, Matej, Dysvik, Anders & Škerlavaj, Miha (2019)
In our introduction to this special issue on understanding knowledge hiding in organizations, we provide some context to how and why this phenomenon should be studied. We then describe the five articles that comprise the special issue, and we note some common themes and divergences in this collection. Our introduction concludes with some suggestions for future research on knowledge hiding in organizations.
In this study, we investigate, through two study samples, whether relationships between social leader–member exchange (SLMX) and economic leader–member exchange (ELMX) relationships and outcomes differ depending on the followers' level of other orientation or the extent to which they are concerned for the welfare of others. We propose that followers with higher other orientation would respond less negatively to higher levels of ELMX and more positively to higher levels of SLMX because they are less likely to engage in behaviors based on rational and self‐interested calculations. In Study 1 (N = 200), we found that higher other orientation mitigated ELMX's negative relations with affective commitment and turnover intention. In Study 2 (N = 4,518), we both replicated the findings from Study 1 and also found that higher other orientation mitigated ELMX's negative relations with work effort. We also uncovered a weaker positive relationship between SLMX and organizational citizenship behavior for followers with higher other orientation.
Arnulf, Jan Ketil; Dysvik, Anders & Larsen, Kai (2018)
Measuring Semantic Components in Training and Motivation: A Methodological Introduction to the Semantic Theory of Survey Response
This is a methodological presentation of the relationship between semantics and survey statistics in human resource development (HRD) research. This study starts with an introduction to the semantic theory of survey response (STSR) and proceeds by offering a guided approach to conducting such analyses. The reader is presented with two types of semantic algorithms and a brief overview of how they are calculated and how they can be accessed by interested researchers. Subsequently, we use semantic data to reanalyze a previously published study on the relationships between perceptions of a trainee program, intrinsic motivation, and work outcomes. The semantic algorithms can explain between 31 and 55% of the variation in the observed correlations. This article shows how the statistical models originally used to explore the survey data can be replicated using semantics either alone or as an identifiable source of variation in the data. All the steps are presented in detail, and the datasets as well as the statistical syntax necessary to perform the analyses are made available to the readers. Implications for methodology and the improvement of predictive validity in HRD research are discussed.
Purpose The belief that knowledge actually expands when it is shared has been deeply rooted in the mainstream knowledge management literature. Although many organizations and managers expect employees to share their knowledge with their colleagues, this does not always occur. This study aims to use the conservation of resources theory to explain why employees who experience greater time pressure are more likely to engage in knowledge hiding; it further considers how this behavior may be moderated by these employees’ prosocial motivation and perspective taking. Design/methodology/approach The paper uses quantitative multi-study research design as a combination of two-wave field study among 313 employees at an insurance company and a lab experimental study. Findings In the field study (Study 1), the authors find that perceived time pressure is positively related to knowledge hiding. Furthermore, this relationship is moderated by prosocial motivation: employees who perceive greater time pressure hide knowledge only when they are low in prosocial motivation. An experiment (Study 2) replicates these findings, and finds that perspective taking mediates the moderating effect of prosocial motivation on the relationship between time pressure and knowledge hiding. Research limitations/implications Despite its many contributions, the present research is also not without limitations. Study 1 was a cross-lagged sectional field study with self-reported data (although the two-wave design does help alleviate common-method-bias concerns). Causality concerns were further alleviated by using additional experimental study. Practical implications The paper highlights important reasons why people hide knowledge at work (because of experienced time pressure) as well as identifies two interlinked potential remedies (prosocial motivation and perspective taking) to reduce knowledge hiding. Originality/value This paper contributes to expanding nomological network of knowledge hiding construct by extending the set of known antecedents and contingencies.
Nerstad, Christina G. L.; Dysvik, Anders, Kuvaas, Bård & Buch, Robert (2018)
Negative and Positive Synergies: On Employee Development Practices, Motivational Climate, and Employee Outcomes
While previous studies have increased our knowledge of how employees’ perceptions of devel-opment practices influence employee outcomes, the role of potential contingencies in this rela-tionship remains relatively unexplored. In the present study, we set out to contribute to thisresearch by exploring whether congruence or lack of congruence between perceived employeedevelopment practices and the perceived motivational climate at work influence employee per-formance and turnover intention. A field study among 169 employees from a Norwegian finan-cial organization revealed that lack of congruence may be detrimental in terms of workperformance and turnover intention. Implications for practice and future research arediscussed.
Nerstad, Christina G. L.; Rosalind, Searle, Černe, Matej, Dysvik, Anders, Škerlavaj, Miha & Scherer, Ronny (2018)
Perceived Mastery Climate, Felt Trust, and Knowledge Sharing
Interpersonal trust is associated with a range of adaptive outcomes, including knowledge sharing. However, to date, our knowledge of antecedents and consequences of employees feeling trusted by supervisors in organizations remains limited. On the basis of a multisource, multiwave field study among 956 employees from 5 Norwegian organizations, we examined the predictive roles of perceived mastery climate and employee felt trust for employees' knowledge sharing. Drawing on the achievement goal theory, we develop and test a model to demonstrate that when employees perceive a mastery climate, they are more likely to feel trusted by their supervisors at both the individual and group levels. Moreover, the relationship between employees' perceptions of a mastery climate and supervisor‐rated knowledge sharing is mediated by perceptions of being trusted by the supervisor. Theoretical contributions and practical implications of our findings are discussed.
Birkeland, Ide Katrine; Richardsen, Astrid Marie & Dysvik, Anders (2018)
The role of passion and support perceptions in changing burnout: a Johnson-Neyman approach
This study explored the relationship between obsessive and harmonious passion for work and burnout, as well as the moderating roles of perceived supervisor support and perceived coworker support. A longitudinal, 3-wave study was conducted among 1,263 members of a large Norwegian workers’ union across a 10-month time span. Harmonious passion for work was related to a decrease in exhaustion and cynicism over time, whereas obsessive passion for work was stably and positively related to exhaustion and cynicism. Furthermore, we suggested that a situational contingency in the form of support perceptions may reduce the negative outcome of obsessive passion but found that this attenuation may depend on the level of the obsessive passion. By applying the Johnson-Neyman statistical technique, we showed that the level of obsessive passion is important in understanding when a supporting environment is actually helpful in protecting against burnout. We still recommend careful selection of coworkers who are genuinely caring and considerate of others, as well as facilitating good relationships at work. However, we also discuss how high levels of obsessive passion might prevent certain employees from gaining from the effects of coworker support
Kuvaas, Bård & Dysvik, Anders (2017)
Norway - Comparing internally consistent HRM at the Airport Express Train (AET), Oslo, Norway and Southwest Airlines (SA), Dallas USA
Christiansen, Liza C.; Biron, Michal, Farndale, Elaine & Kuvaas, Bård (red.). The global human resource management casebook
Dysvik, Anders; Carlsen, Arne & Škerlavaj, Miha (2017)
Rings of fire: Training for systems thinking and broadened impact
Brown, Kenneth G (red.). The Cambridge Handbook of Workplace Training and Employee Development
Škerlavaj, Miha; Černe, Matej, Dysvik, Anders, Nerstad, Christina G. L. & Su, Chunke (2017)
Riding two horses at once: The combined roles of mastery and performance climates in implementing creative ideas
Černe, Matej; Hernaus, Tomislav, Dysvik, Anders & Škerlavaj, Miha (2017)
The Role of Multilevel Synergistic Interplay among Team Mastery Climate, Knowledge Hiding, and Job Characteristics in Stimulating Innovative Work Behavior
This study investigates the multilevel interplay among team-level, job-related, and individual characteristics in stimulating employees’ innovative work behavior (IWB) based on the theoretical frameworks of achievement goal theory (AGT) and job characteristics theory (JCT). A multilevel two-source study of 240 employees and their 34 direct supervisors in two medium-sized Slovenian companies revealed significant two- and three-way interactions, where a mastery climate, task interdependence, and decision autonomy moderated the relationship between knowledge hiding and IWB. When employees hide knowledge, a team mastery climate only facilitates high levels of IWB if accompanied by either high task interdependence or high decision autonomy. In the absence of one of these job characteristics, knowledge hiding prevents higher levels of IWB even in the case of strong team mastery climate. The results suggest that multiple job design antecedents are necessary to neutralize the negative influence of knowledge hiding on micro-innovation processes within organizations.
Kuvaas, Bård; Buch, Robert & Dysvik, Anders (2017)
Constructive Supervisor Feedback is Not Sufficient: Immediacy and Frequency is Essential
Drawing upon achievement goal theory (AGT) and self-determination theory (SDT), a longitudinal study was conducted among 248 military cadets across a two-year time span. The results showed that mastery orientation at Time 1 was positively associated with intrinsic motivation at Time 2 after controlling for intrinsic motivation at Time 1. Furthermore, intrinsic motivation assessed at Time 2 was positively associated with maximal oxygen uptake (VO2 max) at Time 3 after controlling for VO2 max at Time 2. This suggests that military cadets who strive to improve their personal performance (i.e., mastery-oriented individuals) are more likely to exhibit an increase in their level of VO2 max and that this increase can be attributed to increased intrinsic motivation.
Škerlavaj, Miha; Dysvik, Anders, Černe, Matej & Carlsen, Arne (2016)
Succeeding with capitalizing on creativity: an integrative framework
Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (red.). Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations
Černe, Matej; Škerlavaj, Miha & Dysvik, Anders (2016)
Supportive supervision: a crucial factor for unlocking the potential of highly creative ideas perspective
Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (red.). Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations
Aleksic, Darija; Škerlavaj, Miha & Dysvik, Anders (2016)
The flow of creativity for idea implementation
Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (red.). Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations
Černe, Matej; Carlsen, Arne, Škerlavaj, Miha & Dysvik, Anders (2016)
Capitalizing on creativity: on enablers and barriers
Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (red.). Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations
Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (2016)
Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations
Edward Elgar Publishing.
Aleksić, Darija; Černe, Matej, Dysvik, Anders & Škerlavaj, Miha (2016)
I want to be creative, but … preference for creativity, perceived clear outcome goals, work enjoyment, and creative performance
Employees’ Perceptions of HR Investment and Their Efforts to Remain Internally Employable: Testing the Exchange-Based Mechanisms of the ‘New Psychological Contract’
“Worthless,” “money burning,” or “black holes” is how media and professionals describe compliance practices today. Practitioners are unenthusiastic ab out con-trol systems, codes of conducts, and systems for compliance management that are increasing in volume but not in effectiveness. In order to help practitioners clarify what actually makes employees comply with their compliance program, this study examines intrinsic and extrinsic motivators of 119 employees from procurement and sales. We contribute to the existing motivation literature, test-ing the self-determination theory in low and high hierarchical levels. Our fi nd-ings show that intrinsic motivators are more strongly and positively related to compliance intention on higher hierarchical levels than the lower ones. How-ever, employees from higher hierarchies show overall less compliance intention than employees from lower hierarchies.
Dysvik, Anders; Buch, Robert & Kuvaas, Bård (2015)
Knowledge donating and knowledge collecting: The moderating roles of social and economic LMX
This study investigated whether the relationship between temporary employees' perceived investment in employee development and work outcomes was moderated by temporary employees' perceived investment in standard employee development (PISED). A study among 2022 Norwegian temporary employees showed that the relationship between perceived investment in temporary employee development and in-role and contextual performance was moderated by the temporary employees' PISED. These results suggest that client organizations that invest more in standard employee development will get the most of their investments in temporary employee development. Implications for practice and future research are discussed.
Dysvik, Anders & Kuvaas, Bård (2012)
Perceived supervisor support climate, perceived investment in employee development climate, and business unit performance
Human Resource Management, 51(5), s. 651- 664. Doi: 10.1002/hrm.21494
Kuvaas, Bård; Buch, Robert, Dysvik, Anders & Hærem, Thorvald (2012)
Economic and social leader-member exchange relationships and follower performance
The relationship between perceived training opportunities, work motivation and employee outcomes
International Journal of Training and Development, 12(3), s. 138- 159.
Kvalnes, Øyvind & Dysvik, Anders (2023)
Mestring og kunnskapsdeling
Ytringsklima (podkast) [Internett]
Kuvaas, Bård & Dysvik, Anders (2018)
Åtte gode råd om lederutvikling
Dagens næringsliv [Kronikk]
Černe, Matej; Nerstad, Christina G. L., Dysvik, Anders & Škerlavaj, Miha (2014)
Hide knowledge from co-workers? It just doesn't pay, study finds
Academy of management press release [Internett]
Černe, Matej; Nerstad, Christina G. L., Dysvik, Anders & Škerlavaj, Miha (2014)
Knowledge-hoarding is a no-win proposition
Management issues [Internett]
Černe, Matej; Nerstad, Christina G. L., Dysvik, Anders & Škerlavaj, Miha (2014)
Hoarding Ideas at Work? Why You Should Stop
Business News Daily, Fox Business News [Internett]
Nerstad, Christina G. L.; Dysvik, Anders & Solem, Lars Kristian (2013)
Skjuler kunnskap for kollegaer
Dagens Næringsliv [Avis]
Carlsen, Arne; Škerlavaj, Miha & Dysvik, Anders (1)
Virtual special issue: Good organization in Management Learning
Management Learning [Kronikk]
Ho, Hoang; Thompson, Per-Magnus Moe, Andersen, Ingvild, Kuvaas, Bård, Dysvik, Anders, Guest, David E. & Arthur, J B (2023)
Human Resource Systems Implementation from Resource Orchestration Perspective: Do Top and Middle Managers’ HR Philosophies Matter?
[Academic lecture]. The 2023 European Association of Work and Organizational Psychology (EAWOP) Conference.
Carlsen, Arne; Nerstad, Christina G. L. & Dysvik, Anders (2022)
Radical career transitions revisited: From self-achievement to desires of the other
[Academic lecture]. 13th International Symposium on Process Organization Studies, Theme: Organizing on the Precipice: Process Studies in Extreme Contexts.
The Interplay among Prosocial Motivation, Cultural Tightness, and Collectivism on Knowledge Hiding
[Academic lecture]. 77th Annual Meeting of the Academy of Management.
Nerstad, Christina G. L.; Glasø, Lars, Dysvik, Anders & Scherer, Ronny (2016)
The mechanism to protest at work: A multilevel study
[Academic lecture]. Academy of Management Annual Meeting.
Kuvaas, Bård & Dysvik, Anders (2016)
Lønnsomhet gjennom menneskelige ressurser: Evidensbasert HRM
[Scientific book]. Fagbokforlaget.
Dysvik, Anders; Carlsen, Arne & Škerlavaj, Miha (2016)
Gull i gode relasjoner
[Popular scientific article]. BI Leadership Magazine, s. 6- 7.
Dysvik, Anders; Carlsen, Arne & Škerlavaj, Miha (2016)
Gull i gode relasjoner
[Popular scientific article]. BI Business Review
Dysvik, Anders; Carlsen, Arne & Škerlavaj, Miha (2016)
Gull i gode relasjoner
[Popular scientific article]. Kapital, 2016(15)
Kuvaas, Bård; Buch, Robert, Gagne, Marylene & Dysvik, Anders (2015)
Do You Get What You Pay For? Sales Incentives, Motivation, and Employee Outcomes
[Academic lecture]. The Annual Meeting of the Academy of Management.
Solberg, Elizabeth & Dysvik, Anders (2015)
Mastery support and employee flexibility: A goal-orientated perspective. Presented in the symposium, “Quality of motivation matters: on the importance of promoting autonomous and mastery oriented motivation in the workplace,” chaired by M. Gagné
[Academic lecture]. European Association of Work and Organizational Psychology 2015 Congress.
Nerstad, Christina G. L.; Glasø, Lars & Dysvik, Anders (2015)
Abusive Leadership, Mastery Climate, and Counterproductive Work Behavior.
[Academic lecture]. EAWOP.
Jørgensen, Frances; van Rosenberg, Yvonne, Sanders, Karin, Shipton, Helen, Gomes, Jorge, Rodrigues, Ricardo, Cunha, Rita, Dysvik, Anders, Škerlavaj, Miha & Humborstad, Sut I Wong (2015)
Do you see what I see? An investigation of managers’ and employees’ perceptions of HRM
[Academic lecture]. EAWOP 2015.
Škerlavaj, Miha; Connelly, Catherine, Černe, Matej & Dysvik, Anders (2015)
Perceived time pressure and knowledge hiding: Moderating role of prosocial motivation and perspective taking
Are we in this together? Team-level knowledge hiding, social leader-member exchange, and prosocial motivation
[Academic lecture]. EAWOP 2015.
Connelly, Catherine; Černe, Matej, Škerlavaj, Miha & Dysvik, Anders (2015)
I’ll get back to you (maybe): Emerging research on knowledge hiding in organizations
[Academic lecture]. EAWOP 2015.
Nerstad, Christina G. L.; Dysvik, Anders, Černe, Matej & Škerlavaj, Miha (2015)
Mastery Climate, Mastery Goal Orientation and Knowledge Sharing
[Academic lecture]. EAWOP 2015.
Sanders, Kristin; Wang, Ying, Shipton, Helen, van Rosenberg, Yvonne, Gomes, Jorge, Jørgensen, Frances, Rodrigues, Ricardo, Cunha, Rita, Dysvik, Anders, Škerlavaj, Miha & Humborstad, Sut I Wong (2015)
High Commitment HRM, HRM Process and Innovative behavior: the effects in nine countries
[Academic lecture]. EAWOP 2015.
Kuvaas, Bård; Buch, Robert & Dysvik, Anders (2015)
Relasjonsledelse og produktivitet
Einarsen, Ståle & Skogstad, Anders (red.). Ledelse på godt og vondt: Effektivitet og trivsel. 2. utg.
Eilifsen, Margareth & Dysvik, Anders (2014)
God ledelse i barnehagen
Eilifsen, Margareth & Dysvik, Anders (red.). Barnehagelederen
Škerlavaj, Miha; Dysvik, Anders & Černe, Matej (2014)
Leadership of creative ideas
[Popular scientific article]. BI Leadership Magazine, s. 6- 7.
Škerlavaj, Miha; Černe, Matej & Dysvik, Anders (2014)
Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations
[Academic lecture]. Academy of Management Meeting 2014.
Kuvaas, Bård; Buch, Robert & Dysvik, Anders (2014)
Perceived constructiveness and timing of supervisor performance feedback and work performance
[Academic lecture]. The Annual Meeting of the Academy of Management.
Dysvik, Anders (2014)
Seks betingelser for kompetansegevinst
[Popular scientific article]. Kapital, s. 117- 117.
Eilifsen, Margareth & Dysvik, Anders (2014)
Barnehagelederen
[Textbook]. Universitetsforlaget.
Hærem, Thorvald; Valaker, Sigmund & Dysvik, Anders (2014)
Kommunikasjon i organisasjonsteoretisk perspektiv
Brønn, Peggy Simcic & Arnulf, Jan Ketil (red.). Kommunikasjon for ledere og organisasjoner
Škerlavaj, Miha; Černe, Matej, Dysvik, Anders, Nerstad, Christina G. L. & Su, Chunke (2013)
Different, different but same : the combined roles of mastery and performance climates in implementing creative ideas in China and Slovenia
[Academic lecture]. 1st China-Central and Eastern Europe (CEE) Conference on Cross-Cultural Dialogue, Education & Business.
Škerlavaj, Miha; Černe, Matej, Dysvik, Anders, Nerstad, Christina G. L. & Su, Chunke (2013)
The combined roles of mastery and performance climates in implementing creative ideas
[Academic lecture]. Academy of Management Annual Meeting.
Buch, Robert; Dysvik, Anders, Kuvaas, Bård & Nerstad, Christina G. L. (2013)
Perceived training intensity, job autonomy and supervisor support as predictors of knowledge sharing
[Academic lecture]. The Annual Meeting of the Academy of Management.
Černe, Matej; Nerstad, Christina G. L., Dysvik, Anders & Škerlavaj, Miha (2013)
Kar seješ, to žanješ
[Article in business/trade/industry journal]. MQ Revija Združenja Manager, s. 26- 27.
Kuvaas, Bård; Buch, Robert & Dysvik, Anders (2012)
Happy together or not? Balanced perceived investment in contract workers and standard employees
[Academic lecture]. Annual Conference of the Society for Industrial and Organizational Psychology.
Humborstad, Sut I Wong; Nerstad, Christina G. L. & Dysvik, Anders (2012)
Empowering Leadership and Subordinate Performance: The Moderating Role of Individual Goal Orientation
[Academic lecture]. Academy of Management Annual Meeting.
Kuvaas, Bård; Dysvik, Anders & Buch, Robert (2012)
Antecedents and outcomes of line managers’ perception of user-friendly HR
[Academic lecture]. Annual Meeting of the Academy of Management.
Buch, Robert; Kuvaas, Bård & Dysvik, Anders (2012)
Once bitten, twice shy? Past employment experiences and current employee-organization relationships
[Academic lecture]. Annual Meeting of the Academy of Management.
Nerstad, Christina G. Leonore; Roberts, Glyn C., Richardsen, Astrid Marie & Dysvik, Anders (2011)
Antecedents of the Motivational Climate at Work: The Role of Commitment-Based Human Resource Management and Perceived Supervisor Support Climates
[Academic lecture]. the Deutch HRM Network Confrence.
Nerstad, Christina G. Leonore; Roberts, Glyn, Richardsen, Astrid Marie & Dysvik, Anders (2011)
Commitment-based HRM- and supervisor support climates as predictors of the motivational climate at work: Relevance for the optimization of knowledge sharing