Peter Essens

Bio: Peter Essens is an academic researcher from University of Groningen. The author has contributed to research in topics: Team effectiveness & Command and control. The author has an hindex of 14, co-authored 49 publications receiving 1616 citations. Previous affiliations of Peter Essens include Radboud University Nijmegen & Netherlands Organisation for Applied Scientific Research.

Perception of Temporal Patterns

Abstract: To gain insight into the internal representation of temporal patterns, we studied the perception and reproduction of tone sequences in which only the tone-onset intervals were varied. A theory of the processing of such sequences, partly implemented as a computer program, is presented. A basic assumption of the theory is that perceivers try to generate an internal clock while listening to a temporal pattern. This internal clock is of a flexible nature that adapts itself to certain characteristics of the pattern under consideration. The distribution of accented events perceived in the sequence is supposed to determine whether a clock can (and which clock will) be generated internally. Further it is assumed that if a clock is induced in the perceiver, it will be used as a measuring device to specify the temporal structure of the pattern. The nature of this specification is formalized in a tentative coding model. Three experiments are reported that test different aspects of the model. In Experiment 1, subjects reproduced various temporal patterns that only differed structurally in order to test the hypothesis that patterns more readily inducing an internal clock will give rise to more accurate percepts. In Experiment 2, clock induction is manipulated experimentally to test the clock notion more directly. Experiment 3 tests the coding portion of the model by correlating theoretical complexity of temporal patterns based on the coding model with complexity judgments. The experiments yield data that support the theoretical ideas.

Managing Risk and Resilience

Abstract: An editorial is presented discussing the business practices of risk management and organizational resilience, focusing on responses to large scale economic and natural disruptions. Topics addressed include discussion of understanding organizations as complex systems with networks and resources; connections between organizational resilience and societal resilience; and government, private, and civil society tri-sector cooperation

Metrical and nonmetrical representations of temporal patterns.

Abstract: Temporal patterns can be classified into two types: those that are conceivable in terms of a metrical framework and those that are not. In this context, a metrical framework is seen as a mental time scale used in specifying the temporal structure of a pattern. Three experiments are reported in which subjects produced or reproduced temporal patterns. The first shows that in spontaneous production subjects use intervals whose durations are in a 2:1 ratio, irrespective of the structure of the pattern. From the two other experiments, in which subjects reproduced temporal patterns with varying interval ratios, it is concluded that: (1) patterns not conceivable in a metrical framework are represented (and consequently reproduced) poorly, unless the intervals are 2:1 related, and (2) patterns conceivable in a metrical framework are represented and reproduced accurately. Implications for a theory of temporal patterns are discussed.

Hierarchical organization of temporal patterns.

Abstract: In two reproduction experiments, limitations of a hierarchical organization of temporal patterns were investigated by varying the way lower levels relate to higher levels in the hierarchy. From the systematic errors subjects made in reproducing temporal patterns, it is concluded that an accurate internal representation will be arrived at only if the temporal structure of a pattern enables an organization in which hierarchical levels relate as integers with prime factors 2 or 3. Implications for the temporal pattern perception theory are discussed.

Antecedents of individuals' interteam coordination: Broad functional experiences as a mixed blessing

Abstract: This manuscript investigates the role of individual team members' breadth of functional experience for their interteam coordination behavior. Integrating personal construct and social identity theories, we examine interpersonal cognitive complexity as a mediating variable and organizational identification as a moderator. We test our hypotheses across two independent field studies, comprising an international peace support training mission (Study 1) and a municipality administration (Study 2). Corroborating our predictions, interpersonal cognitive complexity appeared as a conditional mediating variable that can translate an individual's breadth of functional experience into interteam coordination. The strength and direction of this indirect relationship, however, depended on the individual's identification with the organization as a whole. Moreover, on the team level of analysis, we found members' overall interteam coordination to positively relate with team performance in Study 2. All in all, this paper advances new knowledge on the antecedents, mechanisms, contingency factors, and team-level consequences of members' boundary spanning.

Motivatiom and work behaviour

Abstract: Part One: Initial Considerations Chapter 1: Motivation in Organizations Mitchell, Terence R., and Daniels, Denise. Observation and Commentary on Recent Research in Work Motivation. Chapter 2: Conceptual Approaches to Motivation at Work Ryan, Richard M., and Deci, Edward L. 2000. Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1): 68-78. Mowday, Richard, and Colwell, Kenneth A. Employee reactions to unfair outcomes in the workplace: The contributions of Adams' equity theory to understanding work motivation. Cropanzano, Russell, and Rupp, Deborah. An overview of organizational justice: Implications for work motivation. Komaki, Judith. Reinforcement theory at work: Enhancing and explaining what employees do. Locke, Edwin A. 1996. Motivation through conscious goal setting. Applied and Preventive Psychology, 5: 117-124. Stajkovic, Alexander D., and Luthans, Fred. Social cognitive theory and self-efficacy: Implications for motivation theory and practice. Part Two: Central Issues in Motivation at Work Chapter 3: The Role of Cognitions, Beliefs, and Attitudes in Motivation Staw, Barry M. 1986. Organizational psychology and the pursuit of the happy/productive worker. California Management Review, 28(4): 40-53. Rousseau, Denise M., and Tijoriwala, Snehal A. 1999. What's a good reason to change? Motivated reasoning and social accounts in promoting organizational change. Journal of Applied Psychology, 84(4): 514-528. Luthans, Fred. Positive Organizational Behavior: Implications for Leadership and HR Development and Motivation. Chapter 4: The Role of Goals and Intentions in Motivation Klein, Howard J., Wesson, Michael J., Hollenbeck, John R., and Alge, Bradley J. 1999. Goal commitment and the goal-setting process: Conceptual clarification and empirical synthesis. Journal of Applied Psychology, 6: 885-896. O'Leary-Kelly, Anne M., Martocchio, Joseph J., and Frink, Dwight D. 1994. A review of the influence of group goals on group performance. Academy of Management Journal, 37(5): 1285-1301. Crown, Deborah F., and Rosse, Joseph G. 1995. Yours, mine, and ours: Facilitating group productivity through the integration of individual and group goals. Organizational Behavior and Human Decision Processes, 64(2): 138-150. Chapter 5: The Role of Affect in Motivation Raghunathan, Rajagopal, and Pham, Michel T. 1999. All negative moods are not equal: Motivational influences of anxiety and sadness on decision-making. Organizational Behavior and Human Decision Processes, 79(1): 56-77. Venkatesh, Viswanath, and Speier, Cheri. 1999. Computer technology training in the workplace: A longitudinal investigation of the effect of mood. Organizational Behavior and Human Decision Processes, 79(1): 1-28. Chapter 6: The Role of Social Influences in Motivation Porter, Lyman W., Lawler, Edward E. III, and Hackman, J. Richard. 1975. Ways groups influence individual effectiveness. (Holdover from previous edition) Vardi, Yoav and Wiener, Yoash. 1996. Misbehavior in organizations: A motivational framework. Organization Science, 7(2): 151-165. Whyte, Glen. 1998. Recasting Janis's groupthink model: The key role of collective efficacy in decision fiascoes. Organizational Behavior and Human Decision Processes, 73(2/3): 185-209. Chapter 7: The Role of Cross-Cultural Influences in Work Motivation Hofstede, G. 1993. Cultural constraints in management theories. Academy of Management Executive, 7(1): 81-94. Sanchez-Runde, Carlos J., and Steers, Richard M. Cultural influences on work motivation and performance. Frese, Michael, Kring, Wolfgang, Soos, Andrea, Zempel, Jeannette. 1996. Personal initiative at work: Differences between east and west Germany. Academy of Management Journal, 39(1): 37-63. Meek, Christopher B. 1999. Ganbatte: Understanding the Japanese employee. Business Horizons, January-February, 27-36. Chapter 8: The Role of Individual Differences in Motivation O'Reilly, Charles A. III and Chatman, Jennifer A. 1994. Working smarter and harder: A longitudinal study of managerial success. Administrative Science Quarterly, 39: 603-627. Pilegge, Anthony J. and Holtz, Rolf. 1997. The effects of social identity on the self-set goals and task performance of high and low self-esteem individuals. Organizational Behavior and Human Decision Processes, 70(1): 17-26. Part Three: Applications of Motivational Approaches Chapter 9: Rewards Lawler, Edward L. 1987. The design of effective reward systems. In J. W. Lorsch (ed.), Handbook of Organizational Behavior. Englewood Cliffs, NJ: Prentice Hall, pp, 25-271. Kerr, Steven. 1995. On the folly of rewarding A, while hoping for B. Academy of Management Executive, 9(1): 7-14. Pearce, Jone L. 1987. Why merit pay doesn't work: Implications from organizational theory. In D. B. Balkin and L. R. Gomez-Mejia (eds.), New Perspectives on Compensation, pp. 169-178. Pfeffer, Jeffrey. 1998. Six dangerous myths about pay. Harvard Business Review, May-June, 109-119. Duncan, W. Jack. 2001. Stock ownership and work motivation. Organizational Dynamics, 30(1): 1-11. Chapter 10: Punishment George, Jennifer M. 1995. Asymmetrical effects of rewards and punishments: the case of social loafing. Journal of Occupational and Organizational Psychology, 68: 327-338. Butterfield, Kenneth D., Trevino, Linda K., and Ball, Gail A. 1996. Punishment from the manager's perspective: A grounded investigation and inductive model. Academy of Management Journal, 39(6): 1479-1512. Chapter 11: Motivating Creativity aand Innovation Amabile, Teresa. 1997. Motivating creativity in organizations: On doing what you love and loving what you do. California Management Review, 40(1): 39-58. Cummings, Anne and Oldham, Greg R. 1997. Enhancing creativity: Managing work contexts for the high potential employee. California Management Review, 40(1): 22-38.

Sensorimotor synchronization: a review of the tapping literature.

Abstract: Sensorimotor synchronization (SMS), the rhythmic coordination of perception and action, occurs in many contexts, but most conspicuously in music performance and dance. In the laboratory, it is most often studied in the form of finger tapping to a sequence of auditory stimuli. This review summarizes theories and empirical findings obtained with the tapping task. Its eight sections deal with the role of intention, rate limits, the negative mean asynchrony, variability, models of error correction, perturbation studies, neural correlates of SMS, and SMS in musical contexts. The central theoretical issue is considered to be how best to characterize the perceptual information and the internal processes that enable people to achieve and maintain SMS. Recent research suggests that SMS is controlled jointly by two error correction processes (phase correction and period correction) that differ in their degrees of cognitive control and may be associated with different brain circuits. They exemplify the general distinction between subconscious mechanisms of action regulation and conscious processes involved in perceptual judgment and action planning.

Dynamic attending and responses to time.

Abstract: A temporally based theory of attending is proposed that assumes that the structure of world events affords different attending modes. Future-oriented attending supports anticipatory behaviors and occurs with highly coherent temporal events. Time judgments, given this attending mode, axe influenced by the way an event's ending confirms or violates temporal expectancies. Analytic attending supports other activities (e.g., grouping, counting), and if it occurs with events of low temporal coherence, then time judgments depend on the attending levels involved. A weighted contrast model describes over- and underestimations of event durations. The model applies to comparative duration judgments of equal and unequal time intervals; its rationale extends to temporal productions/extrapolations. Two experiments compare predictions of the contrast model with those derived from other traditional approaches. One characteristic of modern society is a preoccupation with fixed time schedules and standardized timekeepers. We maintain appointments at hourly intervals, rush to meet the 5:00 p.m. bus, and dine at predetermined hours. Yet our natural ability to judge time remains poorly understood. How often do we estimate the time elapsed since last glancing at a clock and discover with surprise that we were fairly accurate? Surprise is understandable because at least as often we lose track of time and err. The validity of these impressions is confirmed by laboratory research showing that duration judgments depend not only on actual physical duration but also on a variety of non