dr. Josette Gevers

Teams | Time | Leadership | Creativity | Innovation | Adaptation



A few words about me.

I'm Josette Gevers, associate professor at the Human Performance Management Group (HPM) of the Eindhoven University of Technology. My academic work concerns teams and their performance, particularly with respect to time. If you have a team that is struggling to meet deadlines, crumbling under pressure, or lacking synergy in general, you may want to get to know me and my work.

My job is to investigate and to educate. In my classes, I teach what we already know about teams, which is quite a bit. In my research, I find challenge in investigating questions that still remain to be answered, which is also quite a lot. My aim is to broaden our general knowledge on what makes teams tick and how we can make them work better. If you allow me to learn about your team, I will support you in making it excel.


I have studied and worked with many teams, of various kind: IT-project teams, NPD teams, self-managed teams, medical teams, top-management teams. In general, this research involved issues related to team dynamics, team performance, leadership, individual and team temporality, creativity, innovation, and adaptation. The publications that resulted from these projects have been published in high-quality journals, including Journal of Organizational Behavior, Applied Psychology: An Internation Review, Group and Organization Management, Journal of Managerial Psychology and European Journal of Work and Organizational Psychology.


  • Discovery project

    Using tailored interventons to improve employee health and performance-related outcomes in health care – Fact or ficton?

    Due to all kinds of new organizatonal challenges and threats, health care workers in today\’s hospitals have to deal with high levels of job demands. Dealing with these high job demands could have negative consequences for their health, well-being and job performance. Research has shown that a good way of dealing with these demands is through the use of (matching) job resources and recovery at/after work. In this study, we composed and implemented tailored interventons to improve a healthy working life, job performance and safety in health care, based on the key principles of the Demand-Induced Strain Compensaton (DISC) Model.

  • Empowering paramedics in bystander conflict

    Increasingly, the Dutch media reports on conflicts between paramedics and emotionally charged bystanders. Is it possible for paramedics and other (emergency) service workers to guard themselves against negative effects of conflicts with bystanders?

    In the EMPOWER project we examined how performance is affected when paramedics perceive their accomplishments to be frustrated by a bystander. We developed and tested interventions aimed at increasing personal and team resources to empower paramedics to effectively deal with bystander confict in high-demand situatons. The project has been of great theoretical, practical, and societal importance as it helped to secure the health and well-being of paramedics and other public service workers (e.g. police officers, firemen, teachers, social service employees) facing hostility in the workplace. The project was funded by NWO as part of the confict and security research program.

  • Team effectiveness and temporality

    Is your team struggling to meet deadlines? Is teamwork failing under time pressure? Chances are that these problems are caused by temporal incongruencies in the team that you have never even been aware of.

    Despite hard work and good intentons, many teams fail to meet their deadlines. I aim to understand how teams are affected by time-related factors (such as deadlines, rhythm and cycles of actvity, and individual temporal differences in today's time-tight business environment and how we can (re)design work to safeguard team effectiveness and responsiveness in the face of these challenges. My research involves questions such as a) how individual differences in the perception, experience, and use of time affect team processes and outcomes, and b) how teams manage to achieve important outcomes (e.g., timeliness, quality, creativity, adaptability, sustainability, occupational health and job satisfaction) under time pressured conditions.a

  • Proactive team adaptation

    Many teams operate in an environment characterized by turbulence and uncertainty. Effective performance requires that teams do not merely respond to change, but actually anticipate future scenarios and actively shape the future to stay ahead of the game. But what are the odds that teams are actually prepared for what the future has in store?

    In this project, I collaborate with a group of team researchers from The Netherlands, Switzerland, and Portugal to develop and empirically test a highly innovative conceptual model of team proactive adaptation. Team proactive adaptation refers to (that part of) the adaptation process that is aimed at identifying, preparing for, and responding to prospected changes and events in order to alter the course of current and future events or reduce their impact on the team’s (future) functioning. We argue that proactive adaptation complements reactive adaptation as it allows teams to develop a more profound understanding of their current situation and how it may evolve over time and what response will have a sustainable impact.

  • Team design and implementation

    Nowadays, cross-functionality and self-management seem to be the norm. Teams are encouraged to cross functional and departmental boarders and take matters into their own hands. Such teams seem destined to fly high. But after a promising start, many teams appear to quickly loose momentum. Some simply never take off. Why is that?

    Under the shared supervision of Prof. Arjan van Weele and me, Boudewijn Driedonks investigated over 100 sourcing teams from 20 large companies. Sourcing teams are exemplar for modern-day organizational teams, installed to achieve objectves that span multiple functions and business units. Many of the problems these teams faced were related to their cross-functonal and cross-business nature, and their strong dependence on stakeholders in multiple organizatonal units. The reseach findings provided practical insight into effective managerial actions for 1) composing a team, 2) stimulating effective collaboration among team members, and 3) managing teams’ external contacts.



Academic Journal Articles

  • Van Erp, K.J.P.M., Gevers, J.M.P., Rispens, S., & Demerouti, E. (2018)

    Empowering public service workers to face bystander conflict: Enhancing resources through a training intervention. Journal of Occupational and Organizational Psychology, 91(1), 84-109.

  • Li, J. & Gevers, J.M.P. (2018).

    Dynamics between team member replacement and team performance: the role of members' relative attributes. Applied Psychology: An International Review, 67(1), 61-90.

  • Niks, I.M.W., de Jonge, J., Gevers, J.M.P., & Houtman, I.L.D. (2018)

    Work stress interventions in hospital care: Effectiveness of the DISCovery method. International Journal of Environmental Research and Public Health, 15(2), 332.

  • Reiter-Palmer, R., Sinha, T., Gevers, J.M.P., Odebez, J.M. & Volpe, G. (2017).

    Theories and models of teams and groups. Small Group Research, 48(5), 544-567

  • Van den Hout, J.J.J., Gevers, J.M.P., Davis, O.C., & Weggeman, M.C.D.P. (2017)

    Overcoming impediments to team flow. Challenging Organisations and Society, 6(2), 1165-1181.

  • Niks I. M. W, de Jonge, J., Gevers, J. M. P., & Houtman, I.L.D. (2017).

    Divergent effects of detachment from work: a day-level study on employee creativity. European Journal of Work and Organizational Psychology, 26(2), 138-194.

  • Solinger, O., Van Eerde, W., & Gevers, J.M.P. (2016).

    Robert Roe's (1944-2016) temporalism: een commentaar Gedrag en Organisatie, 29(2), 126-138.

  • Gevers, J.M.P., Rispens, S., & Li, J. (2016).

    Pacing style diversity and team collaboration: the moderating effects of temporal familiarity and action planning. Group Dynamics: Theory, Research, & Practice, 20(2), 78-92.

  • Niks I. M. W, Gevers, J. M. P., de Jonge, J., & Houtman, I.L.D. (2016).

    The relation between off-job recovery and job resources: person-level differences and day-level dynamics. European Journal of Work and Organizational Psychology, 25(2), 226-238., doi: 10.1080/1359432X.2015.1042459

  • Demerouti, E., Bakker, A. B., & Gevers, J.M.P. (2015).

    Job crafting and extra-role behaviour: The role of work engagement and flourishing. Journal of Vocational Behavior, 91,87-96.

  • Gevers, J. M. P., Uitdewilligen, S., & Passos, A. M. (2015).

    Dynamics of team cognition and team adaptation: Introduction to the special issue. European Journal of Work and Organizational Psychology, 24(5), 645-651. doi: 10.1080/1359432X.2015.1065251

  • Nijstad, B. A., Baas, M., & Gevers, J. M. P. (2015).

    Creativiteit en innovatie: Introductie op het thema. Gedrag & Organisatie, 28(2), 67-77.

  • Gevers, J. M. P., Driedonks, B. A., Jelinek, M., & Van Weele, A.J. (2015).

    Functional diversity appropriateness: Members’ and managers’ differential perceptions Journal of Managerial Psychology, 30(6), 709 - 725. doi: 10.1108/JMP-01-2012-0020

  • Gevers, J. M. P., Mohammed, S. & Baytalskaya, N. (2015).

    The conceptualisation and measurement of pacing styles. Applied Psychology : An International Review, 64(3), 499-540. doi: 10.1111/apps.12016

  • Van Erp, K., Rispens, S., Gevers, J., & Demerouti, E. (2015).

    When Bystanders Become Bothersome: The Negative Consequences of Bystander Conflict and the Moderating Role of Resilience. European Journal of Work and Organizational Psychology, 24(3), 402-419. doi:10.1080/1359432X.2014.904290

  • De Jonge, J., Gevers, J.M.P., & Dollard, M. (2014).

    Managing employee creativity and health in nursing homes: The moderating role of job resources and matching occupational rewards. International Journal of Stress Management, 21(4), 361-383.

  • Driedonks, B. A., Gevers, J. M. P., & van Weele, A. J. (2014).

    Success factors for sourcing teams: How to enhance different dimensions of sourcing team effectiveness? European Management Journal, 32, 288-304. doi: 10.1016/j.emj.2013.01.009

  • Gevers, J. M. P., van Eerde, W., & Roe, R.A. (2014).

    De rol van tijd in organisaties: introductie op het thema. Gedrag & Organisatie, 27(1), 5-18.

  • Gevers, J. M. P. & Rutte, C. G., (2014).

    Hoe teams deadlines halen: een aanzet tot team time management. Gedrag& Organisatie, 27(1), 37-54.

  • Van Erp, K., Gevers, J., Rispens, S.,& Demerouti, E. (2013).

    Handen af van onze hulpverleners: De impact van omstanderconflict op werknemers in de hulp- en dienstverlenende section. Gedrag& Organisatie, 26(2), 133-155.

  • Gevers, J.M.P. & Demerouti, E. (2013).

    How supervisors’ reminders relate to subordinates absorption and creativity. Journal of Managerial Psychology, 28, (6), 677-698.

  • Niks I.M.W, de Jonge, J., Gevers, J.M.P., & Houtman, I.L.D. (2013).

    Design of the DISCovery project: tailored work-oriented interventions to improve employee health, well-being and performance-related outcomes in hospital care. BMC Health Services Research, 13, 16.(ISI-journal, IF: 1.66). doi: 10.1186/1472-6963-13-66.

  • Savelsbergh, S., Gevers, J. M. P., van der Heijden, B. I. J. M., & Poell, R. F. (2012).

    Team Role Stress: Relationships with Team Learning and Performance in Project Teams. Group and Organization Management, 37, (1), 67-100. doi: 10.1177/1059601111431977.

  • Gevers, J. M. P., Van Erven, P. M. J. N. L., de Jonge, J., Maas, M., & de Jong, A. A. M. (2010).

    Effect of acute and chronic job demands on effective individual teamwork behavior in medical emergencies. Journal of Advanced Nursing,, 66(7), 1573–1583.

  • Driedonks, B. A., Gevers, J. M. P, Van Weele, A. J. (2010).

    Managing sourcing team effectiveness: The need for a team perspective in purchasing organizations. Journal of Purchasing and Supply Management, 16, 109-117.

  • Gevers, J. M. P., & Peeters, M. A. G. (2009).

    A pleasure working together? The effects of dissimilarity in team member conscientiousness on team processes and individual satisfaction. Journal of Organizational Behavior, 30 379-400.,

  • Gevers, J. M. P., Rutte, C. G., & van Eerde, W. (2009).

    Team self-regulation and meeting deadlines in project teams: Antecedents and effects of temporal consensus. European Journal of Work and Organizational Psychology, 18, 295-321.

  • Gevers, J. M. P., Rutte, C. G., & van Eerde, W. (2006).

    Meeting deadlines in work groups: Implicit and explicit mechanisms. Applied Psychology: An International Review 55, (1), 52-72.

  • Gevers, J. M. P. , van Eerde, W., & Rutte, C. G. (2001).

    Time pressure, potency, and progress in project groups. European Journal of Work and Organizational Psychology, 10, (2), 205-221.

  • Gevers, J. M. P., Gelissen, J., Arts, W., & Muffels, R. (2000).

    Public health care in the balance: Exploring popular support for health care systems in the European Union. International Journal of Social Welfare, 9, (4), 301-321.

Book Contributions

  • Demerouti, E., van Erp, K.P.M., Gevers, J.M.P., & Rispens, S. (2014).

    Bystander conflict: Training interventions for teams in high-stake professions. In DeDreu, C. K. (Ed.) Social Conflict Within and Between Groups, New York: Psychology Press.

  • Gevers J.M.P., & Rutte, C.G. (2013).

    Team time management: Psychological insights for timely project performance. In: E. Salas, S.I. Tannenbaum, D. Cohen, & G. Latham (Eds.) Developing and enhancing teamwork in organizations: Evidence-based best practices and guidelines (pp. 581-608).

  • Van Erp, K. J. P. M., Rispens S., Gevers, J. M. P., Demerouti E. (2012).

    Handen af van onze helpers: De negatieve effecten van omstanderconflict en de bufferende rol van veerkracht. aarboek Social Psychology, 73-77, Groningen; Nederland, ASPO Pers.

  • Gevers, J. M. P., Claessens, B. J. C., van Eerde, W., & Rutte, C. G. (2009).

    Pacing styles, personality, and performance. In R.A. Roe, M.J. Waller, & S.R. Clegg (Eds.) Time in Organizational Research, (pp. 80-102). Londen: Routlegde.

  • Gevers, J. M. P., Rutte, C. G., Eerde, W. van (2004).

    How groups achieve coordinated action: A model of shared cognitions on time. In E.A. Mannix, M.A. Neale, S. Blount, Research on managing groups and teams: Time in groups, Volume 6, (pp. 67-85), Oxford: Elsevier.

  • Gevers, J. M. P. (2004).

    It’s about time we align: Meeting deadlines in project teams., Eindhoven: TUE Technische Universiteit Eindhoven. ((Co-)promot.: prof.dr. C.G. Rutte, prof.dr. R.A. Roe, dr. W. van Eerde).

  • Gevers, J. M. P., van Eerde, W., & Rutte, C. G. (2001).

    Voortgang van projectgroepen in verschillende projectfasen. Pp.23-40 in J.F. Ybema, H. Aarts, W. Elving, & M. Hagedoorn (eds.), Sociale psychologie en haar toepassingen, Delft: Eburon.

  • Gevers, J. M. P., Gelissen, J., Arts, W. & Muffels, R. (2001).

    Popular support for health care in Europe. Review of the evidence of cross-national surveys. In Meulen, R. ter, Arts, W. & Muffels, R. (Ed.), Solidarity in Health and Social Care in Europe, no 69 in the series: Philosophy and Medicine. (pp. 41-76). Dordrecht / Boston / London: Kluwer Academic Publishers.

  • Dobbelaere, K., Gevers J., & Halman, L. (1999).

    Religion and the Family. In L. Halman & O. Riis (eds.), Religion in Secularizing Society. The Europeans religion at the end of the 20th century., (pp. 67-82). Tilburg: Tilburg University Press.

Professional Publications

  • Niks, I., Gevers, J., & Jonge, J. de (2013).

    DISCovery: een innovatief onderzoeksproject naar duurzaam inzetbare zorgverleners. Rijnstate Research 2(1), 12-13.

  • Driedonks, B. A., Van Weele, A. J. , & Gevers, J. M. P. (2011).

    Cross-functionele teams: Interventies vergroten kans op success Holland Management Review, 140, 55-63.

Search on: tue.on.worldcat.org


As a teacher I contribute to multiple TU/e-based programs, including BSc Industrial Engineering, MSc Operations Management and Logistcs (OML), and MSc Innovation Management (IM). I teach courses on performance enhancement, team dynamics and team performance, leadership and self-management, creativity and innovation, and design research. The thesis projects I have supervised involve any (combination) of these topics.



    This course gives an overview of human functioning in innovative environments in terms of creativity, problem solving, decision making, collaboration, etc. Offering a mix of theoretical and practical sessions, we highlight recent developments in innovative environments (e.g., speeding up innovation processes; complex collaborations in innovation processes) and pay special attention to the role of leadership in managing these issues. Also, students engage in a consultancy project in which they offer managerial advice regarding the abovementioned issues based on large-scale survey research


    In this course students will obtain deeper understanding of the relationship between team processes and team performance and how management can contribute to the optimalization of both. The course engages students in an intensive, thorough, hands-on investigation of the literature on managing organizational teams. During each meeting we cover a topic in depth, using a combination of case-studies and group discussions. Some topics that are examined during this course are: team dynamics (e.g., diversity, emergent states and processes, social networks and boundary spanning activities), team decision making, and (emergent) team leadership.


    Success typically has a name: Branson, Jobs, or Zuckerberg? But leaders come in many shapes and sizes, and are found in all layers of organizations. Leading yourself and others is the foundation for setting and achieving valuable organizational goals. In this course, we will reflect upon what this means for you as a future employee or entrepreneur operating in a world of growing global competition, rising customer expectations, and an increasingly diverse workforce.


    This course provides students with an in-depth understanding of how individual and situational factors jointly influence organizational behavior and performance. It is made up of plenary lectures and a small group assignment. For the small group assignment, students may choose from a list of topics to investigate more in-depth, including leaders’ intervention in team conflict, goal setting interventions and team performanceand top-down and bottom-up job redesign interventions. I ask them to perform a real-life case study on temporal aspects of team performance


    The course aims toward action-based learning focused on developing students’ design and engineering skills for enhancing new product and new business development processes. The course consists of a large integrative design project aimed at designing a concrete tool for (a set of) companies, thereby developing in-depth design skills and active integrating previously acquired knowledge and skills.


Master Theses