The papers were published by researchers Ans Kolk in the journal Advanced Sustainable Systems, Tanja Hentschel in Human Resource Management, and Frank Belschak in the Journal of Organizational Behaviour between 1 January 2019 and 31 December 2020.
The high download rate of the papers reflects the level of interest in specific fields as well as the impact of the work. A brief description of the main findings of the papers is provided below.

Improving Amsterdam’s waste management

Professor Ans Kolk (ABS Strategy and International Business section), co-authored the paper Designing Circular Waste Management Strategies: The Case of Organic Waste in Amsterdam with University of Amsterdam colleague Gadi Rothenberg (Faculty of Science), as well as Kolk’s former post-doc Francesca Ciulli and Rothenberg’s former MSc student Ludovica Viva. Their interdisciplinary work offers new insights for transforming linear waste streams (produce-use-waste) into a circular process. This circular economy strategy is far more sustainable than the current linear approach to urban waste management.

Gender-stereotypical wording in recruitment ads

Dr Tanja Hentschel (ABS Leadership & Management section) co-authored the paper Sounds like a fit! Wording in recruitment advertisements and recruiter gender affect women's pursuit of career development programs via anticipated belongingness. It explores the impact of gender stereotypical wording in job recruitment ads and the gender of recruiters on women’s versus men’s interest in career opportunities. Running two experimental studies, Tanja and her colleagues found that women (but not men) were less likely to pursue career opportunities when recruitment signals were solely male-typed. This is when recruitment ads used stereotypically masculine wording and were communicated by male recruiters. In such cases, women ‘anticipated lower belongingness and lower expected success of an application.’

Negative effect of large-scale change

Professor Frank Belschak (ABS Leadership & Management section) co-authored the paper When the going gets tough: Employee reactions to large-scale organizational change and the role of employee Machiavellianism. One of the main findings in the paper was that ‘employees' change-related beliefs become more negative over time in the early stages of a change project. This negatively affects their work engagement and, ultimately, increases their turnover intentions’. The study contributes to a more realistic perspective on the costs of organisational change.