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Carolin Hermann
Former Member
Title
Dr.
Last Name
Hermann
First name
Carolin
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+41 71 224 3754
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1 - 10 of 10
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PublicationConnecting value creation for society with work engagement: the relevance of an organization's public value as an extension of the job characteristics model( 2024)Jessica BardeliSince the seminal work by Hackman and Oldham (1975) there has been a growing body of literature demonstrating how work characteristics can positively both organizations and their employees. While the very nature of the task or job at hand is well explored, insufficient attention has been given to the social and cultural context in which the work is done (Spreitzer & Cameron, 2012). Based on Meynhardt’s public value approach (2009, 2015), we investigate whether organizational public value acts as an additional work characteristic in the Job Characteristics Model (JCM), thus extending the model. Specifically, we theorize that organizational public value is an additional unique resource for employees and social context work characteristic in the JCM that is positively related to employees work engagement. Additionally, our study analyzes that the positive relationship between the work characteristics, including organizational public value, and work engagement is mediated by self-efficacy. Moreover, we analyze whether employees working in industries with a public focus integrated into their core business will experience higher levels of public value in their jobs than employees in other industries. To test our hypotheses, we conducted a representative online survey in different public and non-public organizations in Switzerland (N = 949). Overall, the results support our hypotheses and contribute to close the gap by taking social context factors into the JCM and to reveal processes between the macro-level (organizational public value, work characteristics) and micro-level (employees work experience). Further theoretical and practical implications as well as future research avenues are discussed in the paper.Type: journal articleJournal: Current Psychology
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PublicationType: journal articleJournal: International journal of human resource management
Scopus© Citations 50 -
PublicationMaking Sense of a Most Popular Metaphor in Management: Towards a HedgeFox Scale for Cognitive StylesResearch on cognitive style has gathered momentum over the past 40 years, especially with respect to learning, problem-solving, and decision-making. This investigation adapts Tetlock’s hedgehog–fox scale for German-speaking respondents through three large-scale studies (n = 17,072) and examines the influence of cognitive style on employees’ public value assessments of their employing organizations. Our data led us to propose a revised and more economical HedgeFox Scale. In contrast with Tetlock’s findings, our results provide empirical and theoretical arguments for a two-factor structure. This shift in dimensionality affects the nature of the construct and aligns hedgehog–fox research with the latest developments in cognitive style research. Our results contribute to the ongoing interest in the dimensionality of cognitive styles and support the call for a more diverse picture. Finally, we provide recommendations for individuals and organizations.Type: journal articleJournal: Administrative SciencesVolume: 7Issue: 33
Scopus© Citations 4 -
PublicationDie grüne Hoffnung(Manager-Magazin-Verl.-Ges., 2016-06)
;Probst, GilbertFerreira, PaulType: journal articleJournal: Harvard Business ManagerIssue: 6 -
PublicationMaking sense of a most popular metaphor in Management: Towards a HedgeFox Scale for cognitive styles( 2016-08-05)Anderer, StefanIn the field of business and management, research on cognition has increased over the last 40 years (Armstrong, Cools & Sadler-Smith, 2012). It gathered momentum, especially in the context of learning, problem solving, and social behavior (Riding & Sadler-Smith, 1997; Chan, 1996; Armstrong & Priola, 2001). A popular example of individual style differences goes back to Tetlock (2005). Based on Isaiah Berlin’s interpretation of the hedgehog-and-fox metaphor, Tetlock studied how cognitive styles influence political expert decision making. He proposed a one-dimensional Hedgehog-Fox Factor that turns the dichotomy into the two poles of a measurement continuum. Our study’s objective is to adapt and validate Tetlock's Hedgehog-Fox Scale to measure the cognitive styles by means of three studies in Germany and Switzerland (N = 4483; N = 5052; N = 7537). Our data lead us to propose a revised and more economic HedgeFox Scale (HFS). However, and in sharp contrast to Tetlock’s findings, the current study provides methodological and theoretical arguments for a two-factor structure. This shift in the dimensionality not only affects the very nature of the construct in question, but also contributes to a recent discussion on cognitive styles’ very structure. Especially for the use in business and management, the HedgeFox-Scale is a convenient instrument to assess cognitive style differences in decision-making processes.Type: conference paper
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PublicationPublic Value Performance: What Does It Mean to Create Value in the Public Sector?(Springer Fachmedien Wiesbaden GmbH - Springer Gabler, 2017)
;Brieger, Steven A. ;Anderer, Stefan ;Bäro, Anne ;Kollat, Jana ;Bartholomes, Steffen ;Andessner, René ;Greiling, DorotheaVogel, RickPublic administrations are required by law to contribute to society, thus obliged to shape the common good. What value they have to society is uncovered by their public value. This chapter provides an approach to public value management that is relevant for organizations, NGOs, and governmental institutions, in order to systematically investigate their contributions to society. Previous work on public value serves as a good starting point, providing significant public value perspectives. We follow this by a conceptual delineation of the public value concept according to Timo Meynhardt, who roots the notion of value in psychological needs theory and thereby links public value directly to a conditio humana. As cases in point, we identify and discuss two management tools, the Public Value Scorecard (PVSC) and the Public Value Atlas. We conclude with a short reflection on how public value can advance public sector management.Type: book sectionVolume: 1st ed. 2017 -
PublicationType: newspaper articleJournal: Netzwoche : das Schweizer ICT-Magazin für Business-Entscheider
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PublicationDo you think like a Hedgehog or a Fox?The metaphor of the hedgehog and the fox is frequently used in management practice to describe fundamental differences in information processing. Empirical evidence indicates that simple categorizations fall short and hybrid forms are possible - individuals can show tendencies towards fox-like as well as hedgehog-like characteristics. [http://dialoguereview.com/think-like-hedgehog-fox-timo-meynhardt-carolin-hermann-stefan-anderer/]Type: newspaper articleJournal: Dialogue ReviewIssue: 8
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PublicationPublic Value: rethinking value creationManagers might refute public criticism of their business as an attitude of taking everything for granted in a saturated society, but ignoring Public Value aspects can threaten the success of new products and even the survival of entire firms.Type: newspaper articleJournal: Dialogue ReviewIssue: 6
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