Steven Ten Have
Biographic Data
| ID | 229684 |
|---|---|
| NAME | Steven Ten Have |
| GIVEN NAMES | Steven Ten |
| FAMILY NAME | Have |
| SIGNATURE | TEN HAVE S |
| AFFILIATIONS | Vrije Universiteit Amsterdam |
| ORCID | 0000-0002-7903-0071 |
| VERIFIED | Yes |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 2 |
| WORKS AS AUTHOR | 4 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2012 |
| LATEST PUBLICATION YEAR | 2022 |
| H-INDEX | 1 |
Evidence-based change management
Evidence-Based Change Management is the science-informed practice of managing planned organizational change. It reflects two key principles: 1) Planned change is more likely to succeed when using science-informed practices, and 2) Regular use of four sources of evidence (scientific, organizational, stakeholder, and practitioner experience) improve the quality of change-related decisions. We describe two sets of science-informed practices: 1) Ongo…
The tremors of interconnected triggers over time
Adopting an intra‐individual process, we explore the dynamics that underlie the emergence of a psychological contract breach. Thirty‐seven unique storylines expose how selected stimuli shake employees' psychological contracts to attention and give rise to perceptions of breach as a result of an iterative process of disrupting (introducing triggers that prompt a shift from automatic processing to conscious attention of psychological contract terms…
Against the current
Since the 1980s, psychologists and management scholars have contributed significantly to the popularity of the idea of culture in organizations. A common and tenacious pitfall surrounding this idea, at times pointed out by these scholars themselves, is that culture is too often hypostatized and superimposed upon people. In doing so, this can have harmful consequences for employees at every level of organization. In this article, we reiterate this…
Learning from Other Evidence-Based Practices
Evidence-based practice is all around us. Not only has medicine embraced its principles, but so have education, social welfare, criminal justice and, last but not least, management. With only slight exaggeration, Evidence-based practice can be said to be emblematic of the modern professional. This chapter addresses the implications of this trend toward evidence-based practice, by taking a close look at its first introduction, in medicine. Given e…
The tremors of interconnected triggers over time
Adopting an intra‐individual process, we explore the dynamics that underlie the emergence of a psychological contract breach. Thirty‐seven unique storylines expose how selected stimuli shake employees' psychological contracts to attention and give rise to perceptions of breach as a result of an iterative process of disrupting (introducing triggers that prompt a shift from automatic processing to conscious attention of psychological contract terms…
Learning from Other Evidence-Based Practices
Evidence-based practice is all around us. Not only has medicine embraced its principles, but so have education, social welfare, criminal justice and, last but not least, management. With only slight exaggeration, Evidence-based practice can be said to be emblematic of the modern professional. This chapter addresses the implications of this trend toward evidence-based practice, by taking a close look at its first introduction, in medicine. Given e…
Against the current
Since the 1980s, psychologists and management scholars have contributed significantly to the popularity of the idea of culture in organizations. A common and tenacious pitfall surrounding this idea, at times pointed out by these scholars themselves, is that culture is too often hypostatized and superimposed upon people. In doing so, this can have harmful consequences for employees at every level of organization. In this article, we reiterate this…
Evidence-based change management
Evidence-Based Change Management is the science-informed practice of managing planned organizational change. It reflects two key principles: 1) Planned change is more likely to succeed when using science-informed practices, and 2) Regular use of four sources of evidence (scientific, organizational, stakeholder, and practitioner experience) improve the quality of change-related decisions. We describe two sets of science-informed practices: 1) Ongo…
The tremors of interconnected triggers over time
Adopting an intra‐individual process, we explore the dynamics that underlie the emergence of a psychological contract breach. Thirty‐seven unique storylines expose how selected stimuli shake employees' psychological contracts to attention and give rise to perceptions of breach as a result of an iterative process of disrupting (introducing triggers that prompt a shift from automatic processing to conscious attention of psychological contract terms…
Political science (4 works) · Psychology (4 works) · Public relations (3 works) · Computer Science (2 works) · Law (2 works) · Perception (2 works) · Social Psychology (2 works) · Alternative medicine (1 work) · Attribution (1 work) · Breach of contract (1 work)