Jan Wynen (0000-0003-1456-968X)

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Biography

I am a research professor at the Department of Management, Faculty of Business and Economics, University of Antwerp and am also partially affiliated to the Research Unit on Politics & Public Governance, University of Antwerp.

My main research focuses on the way organizations react, or can be organized to adapt, to changing environments. Prior to my academic career, I worked as a consultant for IDEA Consult (research-based consultancy).

In 2015, I received a FWO postdoctoral fellowship to conduct research to the effect of repeated structural reforms on decision-making autonomy of top management at KU Leuven (Public Governance Institute) and the University of Antwerp (Research Unit on Politics & Public Governance).

In 2018, I received a NWO VENI grant to expand this line of research by unravelling the relationship between multiple structural reforms and the entrepreneurial, non-bureaucratic nature of public sector organizations.

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University of Antwerp: Antwerp, BE

2019-10-01 to present | Research professor (Management)

Employment

Jan Wynen

https://orcid.org/0000-0003-1456-968X

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Biography

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Employment (4)

University of Antwerp: Antwerp, BE

University of Antwerp: Antwerp, BE

Tilburg University: Tilburg, Noord-Brabant, NL

University of Antwerp: Antwerp, BE

Education and qualifications (1)

KU Leuven: Leuven, Vlaanderen, BE

Professional activities (1)

National Science Centre: Krakow, PL

Funding (7)

“Repetitive Reform Injury: Exploring the usefulness of biomarkers to examine unintended side-effects of continuous governmental restructuring”

“Slow-healing wounds? How continuous structural reforms in the public sector reduce levels of job satisfaction and slow the recovery of job satisfaction in the long term.”

“Using Twitter as a public communication strategy: Can 140 characters reduce the Performance-Satisfaction Gap in the public sector?”

Are structural changes paradoxically undermining organizational adaptability? A study to the impact of continuous structural changes on decision-making within organizations.

Reform stress in the public sector: does the constant exposure to anti-bureaucratic reforms paradoxically undermine the entrepreneurial nature of public sector organizations?

How history matters for public sector organizations: examining the effect of past changes on organizational autonomy

PDMK

Works (40)

Embracing Change Through Team Diversity: The Impact of Age Diversity on Civil Servants’ Perceptions of Organizational Change

Spiraling Out of Control? The Impact of Chronic Stress on Civil Servant Perceptions of the Frequency of Workplace Changes

CEO Turnover and Openness of Decision-making Processes in the Post-succession Phase: Exploring a Threat-rigidity Perspective

Agencies on the parliamentary radar: Exploring the relations between media attention and parliamentary attention for public agencies using machine learning methods

Between Aims and Execution: Value Trade-Offs in the Practical Implementation of the European Arrest Warrant?

Does organizational change trigger civil servant proactivity? The impact of past changes experienced

Blurred Lines: Exploring the Impact of Change Complexity on Role Clarity in the Public Sector

Bringing together unlikely innovators: do connective and learning capacities impact collaboration for innovation and diversity of actors?

Bullying and Harassment as a Consequence of Workplace Change in the Australian Civil Service: Investigating the Mediating Role of Satisfaction With Change Management

Can We Mitigate Covid-19 Related Work Strain Among Civil Servants? Examining the Role of Organizational Commitment, Job Autonomy and Workplace Social Support

Taking a COVID-19 Vaccine or Not? Do Trust in Government and Trust in Experts Help Us to Understand Vaccination Intention?

Fear of missing out? Linking workplace changes and presenteeism

Keeping a watchful eye in times of turmoil? How repeated structural reform leads to more attention to political signals

Just keep silent… Defensive silence as a reaction to successive structural reforms

The interaction of administrative tradition and organisational characteristics: the case of agency personnel management autonomy

Are public organizations suffering from repetitive change injury? A panel study of the damaging effect of intense reform sequences

Linking turnover to organizational performance: the role of process conformance

How Multiple Organizational Changes Shape Managerial Support for Innovative Work Behavior: Evidence From the Australian Public Service

Explaining Effective HRM Implementation: A Middle Versus First-Line Management Perspective

Illuminating the Gender Divide in Public Sector Innovation: Evidence From the Australian Public Service

Structural reform histories and perceptions of organizational autonomy: Do senior managers perceive less strategic policy autonomy when faced with frequent and intense restructuring?

Challenges for large-scale international comparative survey-based research in public administration

Effective HRM Implementation by Line Managers: Relying on Various Sources of Support

Improving dynamics or destroying human capital? The nexus between excess turnover and performance

More reforms, less innovation? The impact of structural reform histories on innovation-oriented cultures in public organizations

ON THE BUREAUCRACY OF BUREAUCRACIES: ANALYSING THE SIZE AND ORGANIZATION OF OVERHEAD IN PUBLIC ORGANIZATIONS

HRM implementation by line managers: explaining the discrepancy in HR-line perceptions of HR devolution

Internal performance-based steering in public sector organizations: Examining the effect of organizational autonomy and external result control

Quality Management in Public-Sector Organizations: Evidence from Six EU Countries

Sexual Harassment: The Nexus Between Gender and Workplace Authority: Evidence from the Australian Public Service

Why Do Autonomous Public Agencies Use Performance Management Techniques? Revisiting the Role of Basic Organizational Characteristics

Do NPM-Type Reforms Lead to a Cultural Revolution Within Public Sector Organizations?

The Nexus between Gender and Perceived Career Opportunities

Decentralization in public sector organizations: Do organizational autonomy and result control lead to decentralization toward lower hierarchical levels?

Innovation-Oriented Culture in the Public Sector: Do managerial autonomy and result control lead to innovation?

The impact of the financial and economic crisis on turnover intention in the U.S. federal government

Using financial management techniques within public sector organizations, does result control matter? A heterogeneous choice approach

An estimation of the determinants of same-day visit expenditures in Belgium

Explaining travel distance during same-day visits

Interorganizational mobility within the U.S. federal government: Examining the effect of individual and organizational factors