Tom L Junker
Biographic Data
| ID | 4441538 |
|---|---|
| NAME | Tom L Junker |
| GIVEN NAMES | Tom L |
| FAMILY NAME | Junker |
| SIGNATURE | JUNKER T L |
| AFFILIATIONS | Tilburg University |
| ORCID | 0000-0001-5293-425X |
| VERIFIED | Yes |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 8 |
| WORKS AS AUTHOR | 4 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2022 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 1 |
Artificial Intelligence and Job Design
Artificial intelligence (AI) is transforming work by reshaping how jobs are designed, experienced, and performed. This article reviews emerging evidence on the implications of AI adoption for job design from the perspective of Job Demands–Resources theory. We develop a conceptual framework that explains how AI adoption may alter the balance between job demands and job resources, and thereby influence both motivational and health-impairment proces…
Alienation in Modern Culture
This theoretical study investigates contemporary experiences of alienation through five major societal transitions: individualization, performance pressure, technological overload, loss of meaning, and ecological awareness. Drawing on key psychoanalytic concepts, particularly the role of the Other in the constitution of the subject, we systematically analyzed primary works by Freud and Lacan alongside interdisciplinary secondary literature. This …
Work Engagement in Agile Teams
Teams often fail to mobilize their resources effectively, which can undermine team engagement. Prominent work engagement theories, including Job Demands‐Resources (JD‐R) theory, have not accounted for this conceptually. By taking a closer look at how teams can mobilize resources through their use of agile work practices (AWPs), we develop a multilevel extension of JD‐R theory. First, we propose that agile taskwork (i.e., use of sprint planning an…
Agile work practices and employee proactivity
Several large organizations underwent agile transformation processes over the past few years, despite limited theory and empirical research on agile working. The present study draws from the taskwork–teamwork distinction and the proactivity literature to develop a new multilevel model of agile working. We tested this model in a sample of 114 teams ( N = 476 individuals) undergoing an agile transformation at a large German transport and logistics …
Agile work practices and employee proactivity
Several large organizations underwent agile transformation processes over the past few years, despite limited theory and empirical research on agile working. The present study draws from the taskwork–teamwork distinction and the proactivity literature to develop a new multilevel model of agile working. We tested this model in a sample of 114 teams ( N = 476 individuals) undergoing an agile transformation at a large German transport and logistics …
Work Engagement in Agile Teams
Teams often fail to mobilize their resources effectively, which can undermine team engagement. Prominent work engagement theories, including Job Demands‐Resources (JD‐R) theory, have not accounted for this conceptually. By taking a closer look at how teams can mobilize resources through their use of agile work practices (AWPs), we develop a multilevel extension of JD‐R theory. First, we propose that agile taskwork (i.e., use of sprint planning an…
Agile work practices and employee proactivity
Several large organizations underwent agile transformation processes over the past few years, despite limited theory and empirical research on agile working. The present study draws from the taskwork–teamwork distinction and the proactivity literature to develop a new multilevel model of agile working. We tested this model in a sample of 114 teams ( N = 476 individuals) undergoing an agile transformation at a large German transport and logistics …
Work Engagement in Agile Teams
Teams often fail to mobilize their resources effectively, which can undermine team engagement. Prominent work engagement theories, including Job Demands‐Resources (JD‐R) theory, have not accounted for this conceptually. By taking a closer look at how teams can mobilize resources through their use of agile work practices (AWPs), we develop a multilevel extension of JD‐R theory. First, we propose that agile taskwork (i.e., use of sprint planning an…
Artificial Intelligence and Job Design
Artificial intelligence (AI) is transforming work by reshaping how jobs are designed, experienced, and performed. This article reviews emerging evidence on the implications of AI adoption for job design from the perspective of Job Demands–Resources theory. We develop a conceptual framework that explains how AI adoption may alter the balance between job demands and job resources, and thereby influence both motivational and health-impairment proces…
Alienation in Modern Culture
This theoretical study investigates contemporary experiences of alienation through five major societal transitions: individualization, performance pressure, technological overload, loss of meaning, and ecological awareness. Drawing on key psychoanalytic concepts, particularly the role of the Other in the constitution of the subject, we systematically analyzed primary works by Freud and Lacan alongside interdisciplinary secondary literature. This …
Agile software development (2 works) · Business (2 works) · Computer Science (2 works) · Job Satisfaction and Organizational Behavior (2 works) · Knowledge management (2 works) · Management (2 works) · Multilevel model (2 works) · Perspective (graphical) (2 works) · Process management (2 works) · Psychology (2 works)