Short CV/Education and training

  • I completed my PHD on diversity in groups in 2005 at Leiden University in the Netherlands (cum laude, under the supervision of Prof. Dr. Naomi Ellemers), after which I remained another 2 years at this university as a post doc. I was subsequently awarded with a Rosalind Franklin Fellowship to develop my own research program at the University of Groningen in the Netherlands. I was promoted to the associate professor level in 2009 and became a full professor in 2015. I have a wide range of research interests and have been trained in using methodologies from different research disciplines (i.e., psychology, organizational behavior and economics). However, there is a clear common theoretical denominator that connects my various research interests: intergroup identity theory (Tajfel & Turner, 1986). This theory explains intergroup relations through the notion that humans derive part of how they view themselves from the groups to which they belong (i.e., their social identity). My expertise on this perspective has enabled me to achieve important outcomes on work related phenomena that involve intra and inter-relational dynamics. For example, I have discovered how teams can overcome distrust in diverse group settings, how new team members can best communicate their intentions and how smaller subgroups function in teams. Based on this theory, I also yielded innovative findings on the effectiveness of different work structures in teams and on expected leadership behavior. Moreover, I use this theory to examine how top managers can best be monitored This work has generated promising findings on how to frame regulating practices and how to measure the dynamic interplay between top management teams, internal supervisory boards and external regulators.

Selected publications

  • Sorting out the functions and dysfunctions of hierarchy in task groups: Hierarchization versus Centralization. Bunderson, S. J., Van der Vegt, G. S., Cantimur, Y., & Rink, F. (2015 – in press). Academy of Management Journal (5 year IF = 8.44)

    In this study, we investigate the functions and dysfunctions of hierarchical work structures in task groups. We suggest that progress in this debate has been hampered by a lack of clarity about how to conceptualize these structures. We subsequently demonstrate that different hierarchy conceptualizations indeed have opposing effects on group performance and member satisfaction.

  • How much relationship conflict really exists? Biased perceptions of diverse groups. Lount, R. B. Jr., Sheldon, O. J., Rink, F., & Phillips, K.W. (2015). Organization Science, articles in advance, 1 – 14 (5 year IF = 5.51)

    This study draws on intergroup identity theory to demonstrate that observers hold biases that can negatively affect how racially diverse teams are evaluated, and ultimately treated, relative to racially homogeneous groups. Implications for diverse teams in organizations are discussed

  • The effects of specific and general rules on moral behavior. Mulder, L. B., Jordan, J., & Rink, F. (2015). Organizational Behavior and Human Decision Processes, 126, 119 – 125 (5 year IF = 3.94)

    We examined the effects of specific and general rule frames on ethical decisions. On average, specifically-framed rules elicited ethical decisions more strongly than generally-framed rules but the effects of the general rule depended less on the type of behavior a person encountered. Our findings further suggest that combining a specific with a general rule provided no additive advantage, as people may interpret the general rule in light of the specific rule.

  • Team receptivity to newcomers: Evidence and future research themes. Rink, F., Kane, A., Ellemers, N., & van der Vegt, G. S. (2013). Academy of Management Annals, 7, 1 -47 (5 year IF = 10.15)

    This review article discusses empirical research published over the last five decades (1960 – June 2012) that studied the antecedents of three team receptivity components – team reflection, team knowledge utilization, and newcomer acceptance – across different research disciplines and team settings. Drawing from this literature, we present a conceptual framework that explains the psychological mechanisms underlying the convergent findings and introduce a multi-level analysis of team, oldtimer and newcomer characteristics that are likely to influence this receptivity.

  • Influence in times of crisis: Exploring how social and financial resources affect men’s and women’s evaluations of glass cliff positions. Rink, F., Ryan, M, K., & Stoker, J. I. (2012). Psychological Science, 23, 1306-1313 (5 year IF = 6.50)

    This study demonstrates that women and men evaluate glass-cliff positions (i.e., precarious leadership positions at organizations in crisis) differently depending on the social and financial resources available. Women evaluated the position without social resources most negatively, whereas men evaluated the position without financial resources most negatively.



Complete list of publications

Selected projects

  • VIDI grant on Effective Supervision of Top Management Decision (awarded 2016)

Membership in scientific bodies/juries

International review service

  • Editorial board memberships

  • Academy of Management Journal, 2013

  • European Journal of Social Psychology, 2011

  • Journal of Personnel Psychology, 2009

  • British Journal of Management, 2007

  • Journal of Organizational Behavior, 2007

Ad hoc reviewing for journals

  • Basic and Applied Social Psychology • British Journal of Social Psychology • European Journal of Work and Organizational Psychology • Group Dynamics • Group and Organization Management • Group Processes and Intergroup Relations • Human Relations • Journal of Applied Psychology • Journal of Applied Social Psychology • Journal of Experimental Social Psychology • Journal of Management Studies • Journal of Occupational and Organizational Psychology • Journal of Personality and Social Psychology • Leadership Quarterly • Organizational Behavior and Human Decision Processes • Organization Science • Personality and Social Psychology Bulletin • Personality and Social Psychology Compass • Personality and Social Psychology Science • Small Group Research • Social Influence

Ad hoc reviewing for scientific (funding) organizations

  • National Science Foundation, Switzerland, National Science Foundation UK, CM, OB and Gender Divisions of annual AOM meetings, International Association for Conflict Management (IACM), INGRroup, European Association of Work and Organizational Psychology (EAWOP), European Association of Social Psychology (EASP)

  • Expert member ERC

  • Member of steering committee Strategic Basic Research FWO (Belgium)

  • Member of Rosalind Franklin Fellowship committee, University of Groningen

Media coverage

  • Holland management Review (2014), RTV Noord (2014, 2016), The Guardian (2016), De Pers (2008), Elsevier (2009), Trouw (2009; 2011), ScienceGuide (2009), Ukrant (2009), De Standaard (2009), Radio 1(2009), Dagblad van het Noorden (2009; 2011), Opzij (2009, 2012), Intermediair (2008; 2009; 2011), Volkskrant (2011), NRC (2012,2015), Women’s Health (2013), Buitenblad BZ (2014), Radio KidX (2014), NRCQ (2014, 2015), NRC.next (2015, 2016)

Additional qualifications

  • Faculty Research Director in Organizational Behavior

    Executive Training for Comenius, AOG


Soft Skills/Other activities and achievements

Soft Skills

  • Communicative, energetic, connecting people from different disciplines, creative


Other activities and achievements/family

  • Married, 3 children


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