Jos Benders
Biographic Data
| ID | 4144115 |
|---|---|
| NAME | Jos Benders |
| GIVEN NAMES | Jos |
| FAMILY NAME | Benders |
| SIGNATURE | BENDERS J |
| AFFILIATIONS | Radboud University Nijmegen |
| ORCID | 0000-0003-1696-144X |
| VERIFIED | Yes |
| TOTAL WORKS | 11 |
| TOTAL CITATIONS | 38 |
| AUTHOR COUNT | 11 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1995 |
| LATEST PUBLICATION YEAR | 2022 |
| H-INDEX | 4 |
Bringing the Covert into the Open’: A Case Study on Technology Appropriation and Continuous Improvement
As end-users, employees appropriate technologies. Technology appropriation is generally conceived as a covert phenomenon. In particular, alternative ways and new purposes for which employees deploy technologies tend to remain hidden. Therefore, the potential of technologies as a source of organizational improvements may remain undisclosed. Continuous improvement (CI) programs, in contrast, are explicitly oriented at disclosing organizational impr…
Managers Shaping the Service Triangle: Navigating Resident and Worker Interests Through Work Design in Nursing Homes
Managers play a key role in shaping the service triangle and navigating stakeholder interests within this. In health care, labor shortages are prompting consideration of the consequences of care delivery for service users and staff. Here, the authors consider how senior nursing home managers tasked with balancing resident and worker interests manage tensions using work design. The findings identify a five-cluster typology, reflecting variations i…
Measuring the prevalence of self-managing teams: Taking Account of Defining Characteristics
Self-managing teams are considered a hallmark of employee participation and high-performance work practices. However, the results of research into their prevalence are usually incomparable, since sources use varied and divergent operationalisations. Building on recent studies that measure team prevalence, we propose our own operational definition of teams, and suggest suitable items for their measurement. We thereby aim to encourage standardisati…
First organise, then automate: A modern socio‐technical view on ERP systems and teamworking
Previous empirical work demonstrated that self‐managing teamwork and Enterprise Resource Planning (ERP) systems are difficult to combine in practice, and have called for the development of templates for configuring ERP systems to support teamworking. This requires a view on organisation design, dealing with both in an integrated fashion. ‘Modern Socio‐technology’ provides such a view. We discuss its underlying principles and show how it relates t…
Contested commodification: Consultancies and their struggle with new concept development
This article draws on a product innovation perspective to explore the process of knowledge commodification. It is argued that key suppliers of management knowledge do not particularly regard this process as unproblematic. Using interviews with management consultants, this study provides an understanding of the internal elements that may inhibit or encourage the development of new knowledge products. Exploratory results reveal several major impedi…
What's in a Fashion? Interpretative Viability and Management Fashions
Building and reacting on the most influential article on the topic, namely, `Management Fashion' by Abrahamson (Academy of Management Review 21(1), 1996), we propose that management fashions are best conceptualized as `the production and consumption of temporarily intensive management discourse, and the organizational changes induced by and associated with this discourse'. This conceptualization allows us to take account of `interpretative viabil…
Measuring Group Work; Findings and Lessons from a European Survey
Data from the EPOC‐mail survey among managers in 10 European countries are used to fill the gap in our knowledge about the incidence of group work. Two variables were used to demarcate ‘group‐based’ establishments. An attempt is made to compare the European data with American findings
Once Again: Teams
status: Published
Leaning on lean: The reception of a management fashion in Germany
The ‘fashionable’ concept of lean production has been discussed more intensively in Germany than elsewhere in Europe but has resulted not only in rationalisation measures such as downsizing and delayering but also in implementing ‘Gruppenarbeit’. Through interpretation processes at different levels, the outcomes of action undertaken in the name of a concept can become loose‐coupled to its original meanings. Fashion’s ‘interpretive viability’ allo…
Japanese Manufacturing Establishments in the Netherlands
n Contains fulltext :\n 213199.pdf (Publisher’s version ) (Closed access)\n
Output Characteristics as Input in the Skilling Debate
n Contains fulltext :\n 232344.pdf (Publisher’s version ) (Closed access)\n
Leaning on lean: The reception of a management fashion in Germany
The ‘fashionable’ concept of lean production has been discussed more intensively in Germany than elsewhere in Europe but has resulted not only in rationalisation measures such as downsizing and delayering but also in implementing ‘Gruppenarbeit’. Through interpretation processes at different levels, the outcomes of action undertaken in the name of a concept can become loose‐coupled to its original meanings. Fashion’s ‘interpretive viability’ allo…
Contested commodification: Consultancies and their struggle with new concept development
This article draws on a product innovation perspective to explore the process of knowledge commodification. It is argued that key suppliers of management knowledge do not particularly regard this process as unproblematic. Using interviews with management consultants, this study provides an understanding of the internal elements that may inhibit or encourage the development of new knowledge products. Exploratory results reveal several major impedi…
Measuring the prevalence of self-managing teams: Taking Account of Defining Characteristics
Self-managing teams are considered a hallmark of employee participation and high-performance work practices. However, the results of research into their prevalence are usually incomparable, since sources use varied and divergent operationalisations. Building on recent studies that measure team prevalence, we propose our own operational definition of teams, and suggest suitable items for their measurement. We thereby aim to encourage standardisati…
Managers Shaping the Service Triangle: Navigating Resident and Worker Interests Through Work Design in Nursing Homes
Managers play a key role in shaping the service triangle and navigating stakeholder interests within this. In health care, labor shortages are prompting consideration of the consequences of care delivery for service users and staff. Here, the authors consider how senior nursing home managers tasked with balancing resident and worker interests manage tensions using work design. The findings identify a five-cluster typology, reflecting variations i…
Measuring Group Work; Findings and Lessons from a European Survey
Data from the EPOC‐mail survey among managers in 10 European countries are used to fill the gap in our knowledge about the incidence of group work. Two variables were used to demarcate ‘group‐based’ establishments. An attempt is made to compare the European data with American findings
Output Characteristics as Input in the Skilling Debate
n Contains fulltext :\n 232344.pdf (Publisher’s version ) (Closed access)\n
First organise, then automate: A modern socio‐technical view on ERP systems and teamworking
Previous empirical work demonstrated that self‐managing teamwork and Enterprise Resource Planning (ERP) systems are difficult to combine in practice, and have called for the development of templates for configuring ERP systems to support teamworking. This requires a view on organisation design, dealing with both in an integrated fashion. ‘Modern Socio‐technology’ provides such a view. We discuss its underlying principles and show how it relates t…
Output Characteristics as Input in the Skilling Debate
n Contains fulltext :\n 232344.pdf (Publisher’s version ) (Closed access)\n
Japanese Manufacturing Establishments in the Netherlands
n Contains fulltext :\n 213199.pdf (Publisher’s version ) (Closed access)\n
Leaning on lean: The reception of a management fashion in Germany
The ‘fashionable’ concept of lean production has been discussed more intensively in Germany than elsewhere in Europe but has resulted not only in rationalisation measures such as downsizing and delayering but also in implementing ‘Gruppenarbeit’. Through interpretation processes at different levels, the outcomes of action undertaken in the name of a concept can become loose‐coupled to its original meanings. Fashion’s ‘interpretive viability’ allo…
What's in a Fashion? Interpretative Viability and Management Fashions
Building and reacting on the most influential article on the topic, namely, `Management Fashion' by Abrahamson (Academy of Management Review 21(1), 1996), we propose that management fashions are best conceptualized as `the production and consumption of temporarily intensive management discourse, and the organizational changes induced by and associated with this discourse'. This conceptualization allows us to take account of `interpretative viabil…
Measuring Group Work; Findings and Lessons from a European Survey
Data from the EPOC‐mail survey among managers in 10 European countries are used to fill the gap in our knowledge about the incidence of group work. Two variables were used to demarcate ‘group‐based’ establishments. An attempt is made to compare the European data with American findings
Once Again: Teams
status: Published
Contested commodification: Consultancies and their struggle with new concept development
This article draws on a product innovation perspective to explore the process of knowledge commodification. It is argued that key suppliers of management knowledge do not particularly regard this process as unproblematic. Using interviews with management consultants, this study provides an understanding of the internal elements that may inhibit or encourage the development of new knowledge products. Exploratory results reveal several major impedi…
First organise, then automate: A modern socio‐technical view on ERP systems and teamworking
Previous empirical work demonstrated that self‐managing teamwork and Enterprise Resource Planning (ERP) systems are difficult to combine in practice, and have called for the development of templates for configuring ERP systems to support teamworking. This requires a view on organisation design, dealing with both in an integrated fashion. ‘Modern Socio‐technology’ provides such a view. We discuss its underlying principles and show how it relates t…
Measuring the prevalence of self-managing teams: Taking Account of Defining Characteristics
Self-managing teams are considered a hallmark of employee participation and high-performance work practices. However, the results of research into their prevalence are usually incomparable, since sources use varied and divergent operationalisations. Building on recent studies that measure team prevalence, we propose our own operational definition of teams, and suggest suitable items for their measurement. We thereby aim to encourage standardisati…
Managers Shaping the Service Triangle: Navigating Resident and Worker Interests Through Work Design in Nursing Homes
Managers play a key role in shaping the service triangle and navigating stakeholder interests within this. In health care, labor shortages are prompting consideration of the consequences of care delivery for service users and staff. Here, the authors consider how senior nursing home managers tasked with balancing resident and worker interests manage tensions using work design. The findings identify a five-cluster typology, reflecting variations i…
Bringing the Covert into the Open’: A Case Study on Technology Appropriation and Continuous Improvement
As end-users, employees appropriate technologies. Technology appropriation is generally conceived as a covert phenomenon. In particular, alternative ways and new purposes for which employees deploy technologies tend to remain hidden. Therefore, the potential of technologies as a source of organizational improvements may remain undisclosed. Continuous improvement (CI) programs, in contrast, are explicitly oriented at disclosing organizational impr…
Computer Science (8 works) · Engineering (7 works) · Sociology (5 works) · Business (4 works) · Economics (4 works) · Knowledge management (4 works) · Political science (4 works) · Management and Organizational Studies (3 works) · Marketing (3 works) · Accounting and Organizational Management (2 works)