Anne Burmeister
Biographic Data
| ID | 4626421 |
|---|---|
| NAME | Anne Burmeister |
| GIVEN NAMES | Anne |
| FAMILY NAME | Burmeister |
| SIGNATURE | BURMEISTER A |
| AFFILIATIONS | Erasmus University Rotterdam |
| ORCID | 0000-0003-3980-7947 |
| VERIFIED | Yes |
| TOTAL WORKS | 9 |
| TOTAL CITATIONS | 15 |
| AUTHOR COUNT | 9 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2016 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 3 |
LeverAge: A European network to leverage the multi-age workforce
Bringing together 150+ scholars and practitioners from 50+ countries, and funded by the European Commission, COST Action LeverAge (https://www.cost.eu/actions/CA22120/) is the first network-building project of its kind in the work and organizational psychology and human resource management (WOP/HRM) aspects of work and aging. Focused on the aging workforce, the Action aims to foster interdisciplinary and multinational scientific excellence and th…
Managing the risks and side effects of workplace friendships: The moderating role of workplace friendship self-efficacy
In this paper, we investigate the risks and side effects of workplace friendships for coworkers. Combining the dialectical perspective on workplace friendships with a self-regulatory perspective, we argue that workplace friendships can lead to incivility directed toward coworkers because employees experience inter-role conflict between their role as “employee” and their role as “friend”, and subsequent resource depletion. We further suggest that …
Older workers' knowledge seeking from younger coworkers: Disentangling countervailing pathways to successful aging at work
Increasing age diversity in the workplace has led to growing research attention to the knowledge transfer between older and younger employees. The existing literature on age‐diverse knowledge exchange has mostly focused on knowledge transfer from older to younger employees as a means of knowledge retention. In this study, we change perspectives by aiming to understand how and when older employees' knowledge seeking from younger coworkers is relat…
Explaining Age Differences in the Motivating Potential of Intergenerational Contact at Work
Understanding the effects of intergenerational contact at work is important given aging and increasingly age-diverse workforces. The aim of this research was to better understand who derives motivational benefits from intergenerational contact, and the processes by which this occurs. To do so, we adopted a motivational lens grounded in need-based theories of work motivation and lifespan development theory. We argue that the motivating effect of i…
A whole-life perspective of sustainable careers: The nature and consequences of nonwork orientations
Respectful leadership and followers’ knowledge sharing: A social mindfulness lens
Knowledge sharing is a discretionary act of employees who might see benefits in keeping their knowledge to themselves. We focus on the other-oriented nature of knowledge sharing to outline how respectful leadership as an other-oriented leadership style can enhance followers’ knowledge sharing through its effect on followers’ other-orientedness. Specifically, we propose that respectful leaders increase followers’ social mindfulness—defined as the …
Team knowledge exchange: How and when does transformational leadership have an effect
In this study, we examined how and when transformational leadership affected team knowledge exchange. Taking a goal pursuit perspective, we hypothesized two parallel mediating mechanisms—team knowledge goal generation and team knowledge goal striving—linking transformational leadership to team knowledge exchange. In addition, we investigated whether team‐level team‐member exchange served as a boundary condition that qualified the effects of trans…
How do refugees use their social capital for successful labor market integration? An exploratory analysis in Germany
Knowledge Retention From Older and Retiring Workers: What Do We Know, and Where Do We Go From Here
The aging and shrinking of skilled workforces already has been, and will continue to be, a major challenge for organizations, particularly in highly developed economies. In light of the massive wave of retirements of members of the baby boomer generation, the retention of valuable organizational knowledge from older and retiring workers has been identified as an urgent need. Surprisingly, research on this specific area of knowledge transfers in o…
Respectful leadership and followers’ knowledge sharing: A social mindfulness lens
Knowledge sharing is a discretionary act of employees who might see benefits in keeping their knowledge to themselves. We focus on the other-oriented nature of knowledge sharing to outline how respectful leadership as an other-oriented leadership style can enhance followers’ knowledge sharing through its effect on followers’ other-orientedness. Specifically, we propose that respectful leaders increase followers’ social mindfulness—defined as the …
Older workers' knowledge seeking from younger coworkers: Disentangling countervailing pathways to successful aging at work
Increasing age diversity in the workplace has led to growing research attention to the knowledge transfer between older and younger employees. The existing literature on age‐diverse knowledge exchange has mostly focused on knowledge transfer from older to younger employees as a means of knowledge retention. In this study, we change perspectives by aiming to understand how and when older employees' knowledge seeking from younger coworkers is relat…
Explaining Age Differences in the Motivating Potential of Intergenerational Contact at Work
Understanding the effects of intergenerational contact at work is important given aging and increasingly age-diverse workforces. The aim of this research was to better understand who derives motivational benefits from intergenerational contact, and the processes by which this occurs. To do so, we adopted a motivational lens grounded in need-based theories of work motivation and lifespan development theory. We argue that the motivating effect of i…
Team knowledge exchange: How and when does transformational leadership have an effect
In this study, we examined how and when transformational leadership affected team knowledge exchange. Taking a goal pursuit perspective, we hypothesized two parallel mediating mechanisms—team knowledge goal generation and team knowledge goal striving—linking transformational leadership to team knowledge exchange. In addition, we investigated whether team‐level team‐member exchange served as a boundary condition that qualified the effects of trans…
Knowledge Retention From Older and Retiring Workers: What Do We Know, and Where Do We Go From Here
The aging and shrinking of skilled workforces already has been, and will continue to be, a major challenge for organizations, particularly in highly developed economies. In light of the massive wave of retirements of members of the baby boomer generation, the retention of valuable organizational knowledge from older and retiring workers has been identified as an urgent need. Surprisingly, research on this specific area of knowledge transfers in o…
Knowledge Retention From Older and Retiring Workers: What Do We Know, and Where Do We Go From Here
The aging and shrinking of skilled workforces already has been, and will continue to be, a major challenge for organizations, particularly in highly developed economies. In light of the massive wave of retirements of members of the baby boomer generation, the retention of valuable organizational knowledge from older and retiring workers has been identified as an urgent need. Surprisingly, research on this specific area of knowledge transfers in o…
How do refugees use their social capital for successful labor market integration? An exploratory analysis in Germany
Team knowledge exchange: How and when does transformational leadership have an effect
In this study, we examined how and when transformational leadership affected team knowledge exchange. Taking a goal pursuit perspective, we hypothesized two parallel mediating mechanisms—team knowledge goal generation and team knowledge goal striving—linking transformational leadership to team knowledge exchange. In addition, we investigated whether team‐level team‐member exchange served as a boundary condition that qualified the effects of trans…
A whole-life perspective of sustainable careers: The nature and consequences of nonwork orientations
Respectful leadership and followers’ knowledge sharing: A social mindfulness lens
Knowledge sharing is a discretionary act of employees who might see benefits in keeping their knowledge to themselves. We focus on the other-oriented nature of knowledge sharing to outline how respectful leadership as an other-oriented leadership style can enhance followers’ knowledge sharing through its effect on followers’ other-orientedness. Specifically, we propose that respectful leaders increase followers’ social mindfulness—defined as the …
Explaining Age Differences in the Motivating Potential of Intergenerational Contact at Work
Understanding the effects of intergenerational contact at work is important given aging and increasingly age-diverse workforces. The aim of this research was to better understand who derives motivational benefits from intergenerational contact, and the processes by which this occurs. To do so, we adopted a motivational lens grounded in need-based theories of work motivation and lifespan development theory. We argue that the motivating effect of i…
Managing the risks and side effects of workplace friendships: The moderating role of workplace friendship self-efficacy
In this paper, we investigate the risks and side effects of workplace friendships for coworkers. Combining the dialectical perspective on workplace friendships with a self-regulatory perspective, we argue that workplace friendships can lead to incivility directed toward coworkers because employees experience inter-role conflict between their role as “employee” and their role as “friend”, and subsequent resource depletion. We further suggest that …
Older workers' knowledge seeking from younger coworkers: Disentangling countervailing pathways to successful aging at work
Increasing age diversity in the workplace has led to growing research attention to the knowledge transfer between older and younger employees. The existing literature on age‐diverse knowledge exchange has mostly focused on knowledge transfer from older to younger employees as a means of knowledge retention. In this study, we change perspectives by aiming to understand how and when older employees' knowledge seeking from younger coworkers is relat…
LeverAge: A European network to leverage the multi-age workforce
Bringing together 150+ scholars and practitioners from 50+ countries, and funded by the European Commission, COST Action LeverAge (https://www.cost.eu/actions/CA22120/) is the first network-building project of its kind in the work and organizational psychology and human resource management (WOP/HRM) aspects of work and aging. Focused on the aging workforce, the Action aims to foster interdisciplinary and multinational scientific excellence and th…
Psychology (7 works) · Job Satisfaction and Organizational Behavior (6 works) · Social Psychology (5 works) · Business (4 works) · Knowledge management (4 works) · Social Psychology (4 works) · Sociology (4 works) · Computer Science (3 works) · Developmental psychology (2 works) · Economic growth (2 works)