Master's

dr. A.E. (Anne) Keegan


  • Faculty of Economics and Business
    Section HRM & Organisational Behaviour
  • Plantage Muidergracht  12
    1018 TV  Amsterdam
  • A.E.Keegan@uva.nl
    T:  0205255499

Positions

Associate Professor of Human Resource Management

MSc Business Studies Track Coordinator: Leadership and Management

Visiting Professor, School of Business, Trinity College Dublin,  

Research programme

Human Resource Management-Organizational Behaviour

 

News - Research

Special Issue  - Call for Papers Paradoxes and tensions in HRM: Exploring the field and moving ahead to be published to be published in: Zeitschrift für Personalforschung (German Journal of Research in Human Resource Management)

Special Issue Editors:

Julia Brandl, Universität Innsbruck, Austria

Ina Ehnert, Louvain School of Management, Belgium

Anne Keegan, Amsterdam Business School, The Netherlands

Full Details of the call for papers: www.zfp-personalforschung.de/de/index.php/main/health

 

News - Teaching 

Winner Van der Schroeff Award for Excellence in Teaching (2013) Faculty of Economics and Business, University of Amsterdam. 

 

Co-ordinating New Elective on Change Management as part of the MSc in Business Studies Amsterdam Business School, April-June 2014.

 

Research Interests

Discourses of HRM Practice, Actors and Roles: I do research on discursive aspects of HRM practice and especially how contemporary discourses influence, constrain and enable the work of managers and HR practitioners in framing their interactions with employees, their priorities and the meaning of HR work and practice.See publications (especially collaborations with Prof. H. Francis)

 

Human Resource Management in temporary and project based organisations: I have a longstanding research project on HRM practice and process in temporary and project based organizations.
See publications (especially collaborations with Prof. JR Turner and Dr M Huemann). The influence of different actors in multi-actor HRM systems is especially important nowadays. 

 

Recipients of Planned Organizational Change: With my colleague Dr G Jacobs, our main goals are 1. to understand the hidden costs and gains of change processes, 2. to explore the dynamics of change especially under circumstances where the change involves a fundamental reorientation for (parts of) the organisation and its members 3. to contribute to more effective change implementation arising from a more thorough understanding of emergent change processes and recipient sensemaking about change processes.

 

Leadership in Project Based Organizations: I am interested in aspects of leading and managing people in temporary and project based organizations, and in particular emergent practices of leading in complex work settings. This interest ties in with my dissertation work in advertising agencies and has continued throughout my career. See publications (with Prof. D.N. den Hartog and L.A. Havermans)

Dissertation title

Management Practices in Knowledge Intensive Firms (University of Dublin, Trinity College, 1997) 

Prizes and honours

Graduated Summa Cum Laude from my undergraduate studies at Trinity College Dublin (BBS 1992) and was awarded a Gold Medal.

International ties

Visiting Professor, School of Business, Trinity College Dublin Ireland: Programme MSc in International Management

 

Research Projects 

Longstanding research collaborations with Prof. H. Francis (Edinburgh Napier University); Prof. JR Turner (ESC Lille/University of Limerick) and Dr. M. Huemann (University of Vienna).

 

Invited Seminars, Presentations and Lectures (recent/selection)

2014, January: Project managers’ interpretations of their HRM responsibilities, Invited talk, USG (Utrecht School of Governance) Colloquium Series. 

2013, November: Projects don't fail! Or do they? The Human Resource Management Perspective. Invited Keynote Presentation, International Project Management Association National Congress (Netherlands).

2013, January: The human impact of change management. Invited Talk, Janssen Biologics (Early Development Operational Leadership Team), the Netherlands.

2012, December: Human Resource management in Project based Organisations. Invited talk, International Project Management Association (IPMA) Young Crew, Amsterdam, the Netherlands.

 

 

Teaching activities

Current year

Master Level Courses Academic Year 2012-2013
-Managing People Strategically (Coordinator and Lecturer)
-Management Consulting (Lecturer)
Bachelor Level Courses Academic Year 2012-2013
-Human Resource Management (Co-ordinator and Lecturer)
MBA Courses Academic Year 2012-2013
-Human Resource Management

Previous years

MSc Advanced Topics in Human Resource Management (2006-2008)
BSc Human Resource Management (2006-2009)
MSc: Managing People Strategically (2011-2012)
BSc Human Resource Management (2011-2012)
MBA: Human Resource Management (Co-ordinator and Lecturer 2011-2012)

Thesis supervision

Ph.D. Thesis Supervision:
Casper Hoedemaekers - Performance Pinned Down: A Lacanian Study of Subjectivity at Work (Graduated January 2008)
Liselore Havermans - Leadership in Project Based Organizations

Contributions (lectures) to conferences, workshops, seminars, summer schools

Paper to be presented at IRNOP 2013, June 17-19
BI Norwegian Business School
Keegan, A. and Den Hartog, D. An evaluation of HRM and performance theory from the perspective of project based organizations: the role of manager-employee interactions

Organisational contributions to conferences

November 2013: I am convening the track on the HRM Function at the forthcoming HRM Network Conference in November. The details can be found below. If you are doing research on the HRM function and are interested in any aspects relating to this, and particularly to research that examines paradoxes, tensions and dilemmas facing actors involved in the managing, organizing or framing of the HRM function, please submit an abstract.

'H' versus 'R' in the HR function (Anne Keegan, Helen Francis):

  • Should the HR department focus on strategic processes or on the management and advocacy of people?
  • What are the implications of 'H' versus 'R' for HR agents and their HR competencies?
  •  What are the implications of 'H' versus 'R' for HR structure and the collaboration with diverse HR partners (e.g. line management, shared service centres, outsourcing companies)? 

*What are the dominant discourses framing the changing nature of the HRM function and the roles of actors involved, ....)?

See http://www.hrm-network.nl/conference For full information about the conference and submitting an abstract.
Co-Convenor Human Resource Management Track, CMS Conference, Manchester 2007. Track Title - Where is Critical HRM?

Other lectures on research

2013, January: The human impact of change management. Invited Talk, Janssen Biologics (Early Development Operational Leadership Team), the Netherlands.

December 12 2012: Talk on HRM in Project Based Organizations to the International Project Management Association Young Crew (Amsterdam).

PHresh (PhD Students of HRM) Seminar: "Getting in, getting the data, getting out, getting the data, and then." Experiences of Qualitative Research (March 2007).

Membership of academic committees (including Ph. D committees)

27 March 2013: PhD Committee Member - Candidate Maarten de Haas, "Up or Out: Archtypes and person-organization fit in Dutch Law Firms".

2015

2012

2010

2008

2007

2006

2005

  • G. Jacobs-Belschak, A. Keegan, J. Christe-Zeyse, I. Seeburg & B. Runde (2005). The Police Change Project Case. In S. Magala (Ed.), Cross Cultural Competence. London: Routledge.

2004

  • M. Huemann, J.R. Turner & A. Keegan (2004). Managing human resources in project oriented companies. In P..Morris J. Pinto (Ed.), The Wiley Guide to Managing Projects. New York: Wiley.
  • J.R. Turner & A. Keegan (2004). Managing Technology: Innovation, Learning and Maturity. In P..Morris J. Pinto (Ed.), The Wiley Guide to Managing Projects. New York: Wiley.
  • A. Keegan & D.N. den Hartog (2004). Transformational Leadership in a Project Based Environment: A Comparative Study of the leadership styles of project managers and line managers. International Journal of Project Management, 22 (8), 609-617.
  • A.E. Keegan & D.N. den Hartog (2004). Transformational leadership in a project based environment: a comparative study. International Journal of Project Management, 22, 609-617.

2002

  • A. Keegan & J.R. Turner (2002). The management of innovation in project based firms. Long Range Planning, 35, 367-388.

2001

  • A. Keegan & J.R. Turner (2001). Quantity versus quality in project based learning practices. Management Learning, 32 (1), 77-98.

2011

  • L.A. Havermans, D.N. den Hartog & A.E. Keegan (2011). Leadership in project-based organizations: Stimulating project identification. In HRM Network conference. Groningen.
  • S. Mol, A. Keegan & G. Kismihók (2011). The Cinderella Predictor: Taking job knowledge to the personnel selection ball. In HRM Network conference. Groningen.
  • L.A. Havermans, D.N. den Hartog & A.E. Keegan (2011). Leadership in project-based organizations extending theory on complexity leadership and semistructures through qualitative inquiry. In EAWOP conference. Maastricht.
  • L.A. Havermans, D.N. den Hartog, A.E. Keegan & M. Uhl-Bien (2011). Complexity Leadership: Enabling Semistructures for Requisite Complexity in Project-Based Organizations.. In Academy of Management. San Antonio.

2008

  • J.R. Turner, M. Huemann & A. Keegan (2008). Human resource management in the project-oriented organization. Newton Square, PA: Project Management Institute.
  • A. Keegan, J.R. Turner & M. Huemann (2008). Managing human resources in the project-based organization. In J.R. Turner (Ed.), Gower Handbook of Project Management (pp. 675-706). Aldershot: Gower.
  • J.R. Turner, M. Huemann & A.E. Keegan (2008). The ethical treatment and well-being of human resources in the project-oriented company. In H. Knoepfel, D. Scheifele, M. Stauble & U. Witschi (Eds.), Values and ethics in project management, Proceedings of the IPMA International Expert Seminar (pp. 9-22). Zurich: Swiss Project Management Association and International Project Management Association.
  • J.R. Turner, M. Huemann & A.E. Keegan (2008). Human resource management in the project-oriented company: the roles of project managers and HRM managers. In K. Brockhoff, A-M. Frizzi, J.B. Hobbs, M. Romanova, C. Stevens & T.M. Williams (Eds.), Proceedings of the PMI Research Conference 2008. Newton Square, PA: Project Management Institute.
  • G. Jacobs, J. Christe-Zeyse, A.E. Keegan & L. Polos (2008). When new architectures and old cultures clash in times of change: Examples from the German police. In Proceedings of EGOS 2008. Amsterdam.
  • A.E. Keegan, G. Jacobs, J. Christe-Zeyse & L. Polos (2008). Beyond intended project based learning: what do people learn about the organization in change projects? In Proceedings of EGOS 2008. Amsterdam.
  • A. Keegan & H. Francis (2008). HRM, technology and strategic roles: Considering the social implications. In G. Martin, M. Reddington & H. Alexander (Eds.), Technology, outsourcing and transforming HR (The advanced HR practitioner series) (pp. 421-447). Oxford: Butterworth-Heinemann.

2007

  • J.R. Turner, M. Huemann & A.E. Keegan (2007). Human resource management in the project-oriented company: an underexplored topic. In G.M. Winch (Ed.), Proceedings of EURAM 2006, European Academy of Management Conference. Paris: EURAM.
  • G. Jacobs, A.E. Keegan, J. Christe-Zeyse & P. Polos (2007). When dancers start counting their steps: what people really learn on change projects. In Proceedings of the European Group for Organization Studies Conference. Vienna.
  • G. Jacobs, A.E. Keegan, J. Christe-Zeyse & P. Polos (2007). Expensive leases and disheartened cops - why employees learn more in change projects than we can think. In Proceedings of The Academy of Management 2007 Annual Meeting. Briarcliff Manor, NY: Academy of Management.
  • A.E. Keegan & H. Francis (2007). Contemporary discourses of HRM: Searching for balance or tipping the scales? In Proceedings of the 5th International Critical Management Studies Conference (pp. 1-25). Manchester: Manchester University Business School.
  • H. Francis & A.E. Keegan (2007). Structural transformation of HR and the shrinking employee champion role. In Proceedings of the Work, Employment and Society Conference (pp. 1-28). Aberdeen: Aberdeen University.
  • J.R. Turner, M. Huemann & A.E. Keegan (2007). Human resource mangement in the project-oriented employee well-being and ethical treatment. In T. Brady (Ed.), Proceedings of IRNOP VIII: the eighth conference of the International Research Network for Organizing by Projects (pp. 1-17). Brighton: Brighton University.
  • D.N. den Hartog, A.E. Keegan & R.M. Verburg (2007). Limits to leadership in virtual contexts. The Electronic Journal of Organizational Virtualness, 9, 54-63.
  • G. Jacobs, A.E. Keegan & J. Christe-Zeyse (2007). Eine Organisation begegnet sich selbst - uber die ungeplanten Folgen geplanter Veranderungen. In T. Ohlemacher, J-T. Werner & A. Mensching (Eds.), Empirische Polizeiforschung VIII: "Organisationskultur(en) und Organisationsreform in der Polizei". Frankfurt/Main: Verlag für Polizeiwissenschaft.

2006

  • C. Hoedemaekers & A.E. Keegan (2006). Subjects of performance management: analysing key signifiers. In Proceedings of The 22nd EGOS Colloquium 2006: The Organizing Society Standing Working Group Bergen. Bergen.
  • H. Francis & A.E. Keegan (2006). The Framing of leadership and management Development for HR professionals: Are "employee champions" facing a bleak future? In R. Poell (Ed.), Proceedings , Seventh International Conference on HRD Research and Practice Across Europe. Tilburg: Tilburg University.

2005

  • H. Francis & A. Keegan (2005). Thinking Critically about the thinking performer. In CIPD Professional Standards Conference. Keele.
  • H. Francis & A. Keegan (2005). Slippery slope. People Management, 26-31.

2004

  • A. Keegan & D. den Hartog (2004). Leadership and project based organising. In Irish Academy of Management. Dublin.

2003

  • J.R. Turner & A. Keegan (2003). Innovation and learning (in Chinese).. Project Management Technology, 7, 21-24.

2002

  • J.R. Turner & A. Keegan (2002). Mechanisms of Governance in the Project-based Organization: a transaction cost perspective. AFITEP Association Francophone de Management de Projet, 92.
  • J.R. Turner, A. Keegan & L. Crawford (2002). Delivering improved project management maturity through experiential learning. International Journal of Project Management, 8 (1).

2001

  • A. Keegan & J.R. Turner (2001). The organic management of innovation projects. Comportamento Organizacional e Gestão, 7 (1), 57-70.

2009

  • L.A. Havermans, D.N. den Hartog & A.E. Keegan (2009). Leiden voor identificatie en verbondenheid in projecten: Je kunt het niet alleen! Projectie: Tijdschrift voor Projectmanagement, 16 (2), 6-11.
  • L. Havermans, D. den Hartog & A. Keegan (2009). De sociale kant van projectleiderschap. Projectie, 16 (2).

2006

  • A.E. Keegan & H. Francis (2006). Viewpoint: Facing Facts. People Management, februari, 9-9.
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