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AVGOUSTAKI Argyro
Full Professor
Elected head of research, London campus
ESCP Business School
Department of Management
AVGOUSTAKI Argyro
Full Professor
Elected head of research, London campus
ESCP Business School
Department of Management
I am a Full Professor of Management at ESCP Business School, where I have been teaching graduate courses in Human Resource Management, Organizational Behaviour, and Research Methods since 2013. I have been a visiting researcher at the Department of Management Science at Lancaster University Management School and the Department of Management at Cass Business School. Prior to joining ESCP, I was a visiting researcher at the department of Innovation and Organizational Economics at Copenhagen Business School.
I hold a Ph.D degree in Business Administration and Quantitative Methods from Universidad Carlos III de Madrid (cum laude) and a Master degree in Business Economics and Management from M.A.I.Ch (maxima cum laude). In 2014-2015 I completed the Global Colloquium on Participant-Centered Learning, HBS Executive Education at Harvard Business School.
My research interests lie at the intersection of human resource management and industrial relations. Some of the topics I have researched are the role of high performance work practices on performance, flexible working arrangements, and the antecedents and outcomes of employee work effort. I have published in the Journal of Management, ILR Review, Industrial Relations: A Journal of Economy and Society, British Journal of Industrial Relations, Human Resource Management, Human Resource Management Journal, International Journal of Human Resource Management, International Review of Financial Analysis, European Management Journal and Economic and Industrial Democracy.
My work has been covered in media outlets such as The Financial Times, FT China, Business Insider UK, Le Monde, Le Figaro, The Daily Mail, Insider, CNBC, Le Soir, Forbes, The Guardian, Women’s Health, New Scientist, Entrepreneur, MDR Radio, CNBC, and the World Economic Forum.
I am one of the founders of the CYGNA group, which represents a network of female scholars. CYGNA's main objective is to promote interaction among academics and provide a forum for learning and support. I am also a member of the Academy of Management Society, the Strategic Management Society and the European Association of Labour Economists (EALE).
I was the academic director of the MBA in International Management (2015-2018) and the HR analytics program at LVMH Moët Hennessy Louis Vuitton (2022-2023).
In 2020, I became an MBTI certified practitioner.
In 2022, I joined the research committee of the Chartered ABS Council.
Currently, I am the head of research at the London campus. I was elected to this position in 2019 and re-elected in 2022.
Avgoustaki, A. and Cañibano, A. (2024). Flexible working and employee well-being: Why does the difference between formal FWAs and informal flexibility I-deals matter? European Management Journal, forthcoming. https://doi.org/10.1016/j.emj.2024.04.006
Relying on conservation of resources theory, this study investigates whether the association between flexible working and employee well-being differs according to the formal or informal nature of arrangements. We claim that informal flexibility i-deals have a stronger association with well-being than do formal flexible working arrangements. We further explore (1) how work effort mediates the link between the two types of flexible working and well-being; and (2) whether the existence of a gap between informal flexibility i-deals and formal flexible working arrangements (for example, when informal exceeds formal flexibility) relates to well-being. Using data from a consultancy firm in Spain, results show a positive and significant association between informal flexibility i-deals and employee well-being and that informal i-deals have a stronger association with well-being than formal flexible working arrangements. Further, we find that work effort acts as a mediating mechanism to this relationship and that individuals take formal flexible working arrangements as a baseline to contrast their informal deals, revealing that having more informal than formal flexibility improves employee well-being compared to having more formal flexibility than informal flexibility.
Avgoustaki, A. and Frankort, H.T.W. (2023). All Work Intensity is Not Created Equal: Effort Motives, Job Satisfaction, and Quit Intentions at a Grocery Chain. British Journal of Industrial Relations, 61(4): 869-894. https://doi.org/10.1111/bjir.12724
Prior research has shown that the well-being of employees engaged in intensive work can vary with the discretion their jobs afford regarding how and when to carry out the work. This paper explores a different avenue. It argues that well-being also varies with employees’ individual motives for working intensively. The paper introduces self-determination theory to the domain of work intensity and focuses on two hypotheses. The first is whether intensive work driven by explicit or implicit incentives is more positively associated with an employee’s job satisfaction than intensive work driven by job demands. The second is whether intensive work driven by intrinsic motives is more positively associated with job satisfaction than that driven by explicit or implicit incentives. In both these cases, the paper also examines whether equivalent effects exist on (reduced) quit intentions. Original data from a major Greek grocery chain provide corroborative evidence that is robust to a rich set of covariates, including increasingly demanding adjustments for job discretion. The findings contribute to a more complete understanding of why differences in well-being exist among employees performing intensive work, with implications for workers and employers.
*Received enough downloads to rank within the top 10% of papers published.
Alfes, K., Avgoustaki, A., Beauregard, A., Cañibano, A., and Muratbekova-Touron, M. (2023). New ways of working. Understanding the implications for employees across different cultural and organisational contexts. The International Journal of Human Resource Management, 33(22): 4361-4385. https://doi.org/10.1080/09585192.2022.2149151
Researchers and practitioners are increasingly discussing the consequences of modern work arrangements for our understanding of work. This paper, alongside the four papers which are included in the special issue, explores the implications of new ways of working for employees. We conceptualise new ways of working as an ongoing transformative process, characterised by unprecedented levels in the spread, speed and depth of transformation, and highlight four major changes in work which impact employees’ experiences. We critically evaluate the implications of each change for employees’ attitudes, performance and wellbeing, and suggest areas where more research is needed to deepen our knowledge about how modern work arrangements affect employees.
Cañibano, A. and Avgoustaki, A. (2022). To telework or not to telework: Does the macro context matter? A signalling theory analysis of employee interpretations of telework in times of turbulence. Human Resource Management Journal. https://doi.org/10.1111/1748-8583.12457
How do workers make sense of telework and respond to it in turbulent times? This study of a consultancy firm in Spain, during the 2008 financial crisis, explores employee interpretations of telework in the context of major macro-economic disruption. We draw on signalling theory to consider telework as a signal sent by the organisation and argue that the environment in which the signal occurs changes employees' interpretations. While telework is generally understood as an employee-centred practice, we find that in an economic crisis it is also interpreted as a potential threat for employees. Therefore, the meaning of telework is not predetermined, but continually shaped socially considering events beyond the boundaries of the firm. We propose adopting a social constructivist view to consider human resource (HR) practices as objects experienced and interpreted within their wider social contexts. We shed new light on signalling theory and HR studies by offering insights on the relevance of the signalling environment for interpreting messages, and bring forth the concept of “external fit”.
*The study receved the Full Paper Award - Highly Commended Full paper submission for the Human Resource Management Track for BAM2021.
Prouska, R., Avgoustaki, A., Psychogios, A. and Wilkinson, A. (2022). Employee participation and representation in Central and Eastern Europe. Economic and Industrial Democracy. https://doi.org/10.1177/0143831X19887805
Using data from the 2013 European Company Survey, this article presents a study of employee involvement and participation (EIP) in decision-making in 12 Central and Eastern European (CEE) countries, a context that is rather less studied but interesting because of its political past and its current emerging economic status. The study explores how these countries can be clustered according to positive employee attitude towards employee representation (ER) and EIP in decision-making. It examines the association between these two components and the effectiveness of the ER body, as well as whether there are differences between country clusters. Finally, the article examines how the degree of EIP in decision-making is related to ER body effectiveness. This research contributes to prior work by seeking to understand EIP in decision-making in an understudied sample of CEE countries and provides an insightful classification.
Frankort, H.T.W. and Avgoustaki, A. (2022). Beyond reward expectancy: How do periodic incentive payments influence the temporal dynamics of performance? Journal of Management, 48(7): 2075-2107. https://doi.org/10.1177/01492063211016032
Prior theory suggests that incentive plans, such as piece-rate or commission plans, motivate good performance because employees anticipate that current performance will generate matching future incentive payments. In this article, we move beyond reward expectancy to argue that performance can also derive from employees’ reactive responses to received incentive payments. We propose a salience-based theory casting incentive payments as recurring temporal markers that periodically increase the salience of the incentive plan, to which employees respond by temporarily increasing incentivized and unincentivized performance. We introduce multivariate time-series methods to test our hypotheses in longitudinal data spanning 169 weeks (1183 days), drawn from an online firm using an incentive plan for its customer-support employees. While we find no evidence that incentive payments affect the dynamics of incentivized performance, they do temporarily boost several unincentivized behaviors and outcomes. Combined with fieldwork, these findings support our proposed mechanism of ‘salience-induced reciprocity’ – i.e., the temporary reciprocity in response to a periodic increase in the salience of the incentive plan. This article contributes to a more complete understanding of performance and effort dynamics in incentive plans, offers new inroads into studying temporality in the functioning of HR practices, and provides other future research avenues.
Anagnostopoulou, S. and Avgoustaki, A. (2023). The impact of human resource practices on corporate investment efficiency. International Review of Financial Analysis, 87: 102609. https://doi.org/10.1016/j.irfa.2023.102609
We examine the effect of systems of human resource practices on investment efficiency. We argue that employees at all levels of an organization play a significant role in efficient corporate investment. Thus, human resource systems aimed at improving employee quality should be associated with efficient corporate investment. However, the outcome of such systems can be controversial, as they are often ineffective, costly, have dis-synergies and deprive other types of investments of funding, which could lead to deviations from optimal investment. Our findings reveal that systems of human resource practices are negatively associated with investment efficiency, inducing both over- and under-investment. Results are driven mainly by an HR system with a more direct cash cost, and are more pronounced with respect to investments in R&D and acquisitions. Overall, our findings are consistent with human resource systems not aligning employees’ and shareholders’ interests, with consequences for investment efficiency.
Cañibano, Almudena and Avgoustaki, Argyro (June 2022). Employee experiences of telework in times of crisis. ESCP Impact Paper No.2022-03-EN. Available at https://academ.escpeurope.eu/pub/IP%20N%C2%B02022-03-EN.pdf
Teleworking has been often introduced as a means of responding to turbulent events such as epidemics, wars, natural disasters, financial crisis. However, only few studies explore how individuals make sense of the practice when faced with the uncertainty caused by macro level factors, especially before Covid-19. The existing limited literature reveals that the context of crisis can alter employee experiences of telework. We have recently contributed to this literature with a study exploring how employees experienced telework during the financial crisis of 2008. Our key finding is that in the context of financial crisis, employees interpret telework as a potential threat to their jobs and careers prospects. In this impact paper, we highlight how telework may be used as a means of dealing with crises, we present a few studies that explore telework in context and, based on our review of the literature and our own study, we draw some general implications that could be relevant for employees, managers and governments alike.
Avgoustaki, Argyro (June 2021). Work intensity and unsustainable work: Evidence from the European Working Conditions Survey. ESCP Impact Paper No.2021-30-EN. Available at https://academ.escpeurope.eu/pub/IP%202021-30-EN.pdf
In this paper, I focus on work intensity as an important element of unsustainable work. I briefly discuss some key determinants and outcomes of work intensity. In addition, using the 2010 and 2015 waves of the European Working Conditions Survey (EWCS), I present results on selected predictors of work intensity. These results indicate categories of employees who are experiencing higher levels of work intensity and, therefore, whose ability to stay longer in the workforce might be at greater risk. Results also show that task uncertainty and certain human resource practices seem to be strong positive predictors of work intensity. In contrast, some types of discretion seem to be associated with lower levels of work intensity. Because the analysis is based on cross-sectional data, these findings should be interpreted with caution.
Avgoustaki, A. and Cañibano, A. (2020). Motivational drivers of extensive work effort: Are long hours always detrimental to well-being? Industrial Relations: A Journal of Economy and Society, 59(3): 355-398. https://doi.org/10.1111/irel.12263
Is extensive work effort always detrimental to professionals’ well‐being? We argue that the link between extensive work effort and well‐being depends on the reasons why professionals work extended hours. Drawing on self‐determination theory and data from an international consultancy firm, we show that extrinsically driven work effort is negatively related to well‐being, while intrinsically driven work effort is positively related to well‐being. A reinforcing effect seems to exist between the two types of motivators, revealing that intrinsically driven work effort has both a direct and an indirect link to well‐being, mitigating the downsides of extrinsically driven work effort.
Avgoustaki, A. and Frankort, H. (2019). Implications of work effort and discretion for employee well-being and career outcomes: An integrative assessment. ILR Review, 72 (3): 636-661. https://doi.org/10.1177/0019793918804540
How does work effort affect employee outcomes? The authors bridge distinct literatures on the well-being versus career-related implications of work effort by analyzing the relation of overtime work and work intensity to both types of outcomes. They also extend examination of the role of discretion in modifying the effects of work effort from well-being to career-related outcomes. Using data from the fifth and sixth European Working Conditions Surveys, the authors show that greater work effort relates strongly to reduced well-being and modestly to inferior career-related outcomes, while discretion may attenuate these adverse implications. Even with discretion, work intensity generally is a stronger predictor of unfavorable outcomes than overtime work. Implications include the need for employees to become aware of the broader limitations of excessive work effort, for employers to give discretion when viable, and for public policy to devise strategies that help limit the adverse consequences of work intensity.
*Paper is in the 99th percentile of research outputs ever tracked by Altmetric.
* Paper downloaded approx. 8000 times since acceptance in July 2018 and covered in media outlets such as The Financial Times, FT China, Business Insider UK, Le Monde, Le Figaro, The Daily Mail, Insider, CNBC, Le Soir, and The Guardian.
Avgoustaki, A. and Bessa, I. (2019). Examining the link between flexible working arrangement bundles and employee work effort. Human Resource Management, 58: 431-449. https://doi.org/10.1002/hrm.21969
Empirical evidence regarding the link between flexible working arrangements (FWAs) and work effort is mixed, with the literature showing that some practices are linked to more while others to less work effort. In this study, we argue that this discrepancy may be due to the existence of different types of FWA bundles with potentially distinct effects on work effort. Using Understanding Society, a British national survey, and building on theories related to social exchange, the study examines the link between employee‐centered and employer‐centered FWA bundles, and work effort. This study further tests whether these relationships differ depending on employees' family responsibilities. Based on a sample of 13,834 employees, results show that both employee‐centered and employer‐centered FWA bundles are negatively associated with work effort, and findings for the latter bundle are more pronounced. These negative associations are somewhat stronger for employees with fewer family responsibilities. We infer that employees appear to use employee‐centered FWAs for their intended purpose, that is, to balance life and job demands, while they might perceive employer‐centered FWAs as unfair, resulting in less work effort in an attempt to restore fairness.
*Received enough downloads to rank within the top 10% of papers published.
Avgoustaki, A. (2016). Work uncertainty and extensive work effort: The mediating role of human resource practices. ILR Review, 69(3): 656-682. https://doi.org/10.1177/0019793915614584
Using data from the fourth and fifth European Working Conditions Surveys, the author examines how work uncertainty and the use of individual and bundled human resource practices are associated with employees’ extensive work effort. Results at both the employee and country-industry levels of analysis show that work uncertainty and several human resource practices have a direct and positive association with employee overtime as a measure of extensive work effort. Moreover, training, task rotation, teamwork, and the human resource bundle act as mediators by transmitting part of the effect of work uncertainty to employee overtime.
Do employees slack off after receiving their bonuses? Our research tells a more optimistic story(2024) The Conversation. (website).
Do employees slack off after receiving their bonuses? Our research tells a more optimistic story. (2024) Bayes News and Events (website).
Commentary: Do employees slack off after receiving their bonuses? (2024) Channel News Asia (website).
Receber um bônus no trabalho nos deixa menos produtivos? Estudo responde. (2024) Revista Galileu (magazine).
Do employees slack off after receiving their bonuses? Our research tells a more optimistic story. (2024) EconoTimes (website).
Bonus Ki Baat: Do employees work harder after receiving incentives or slack off? (2024) Firstpost (website).
The future of work: what does it mean for employees? (2023) World Economic Forum (website)
Is it possible to sustain an intensive work culture (2023) World Economic Forum (website)
The future of work: what does it mean for employees? (2023) The European Sting (website)
How fostering intrinsic motivation for high work intensity can benefit employers and employees (2023) CIPD (website)
Is it possible to sustain an intensive work culture (2023) The European Sting (website)
Comment les employés peuvent s’adapter à un travail intensif (2023) Economie Matin (website)
The future of work: what it means for employees. (2023) ESCP News (website)
How to manage work intensity and build a sustainable workplace. (2022) World Economic Forum (website)
How people view telework depends on factors beyond the organisation. (2022) The Choice (website)
Offering financial incentives may motivate staff to perform better at work. (2022) HR News (website)
How people view telework depends on factors beyond the organisation. (2022) LSE Business Review (website)
Burnt-out? Understanding the worker’s mind (2022) The Choice (website)
Incentive payments boost short-term performance. (2022) RESPONSESOURCE.COM (website)
Incentive payments boost overall employee performance, but only in the short-term. (2022) HRZONE (website)
Incentive payments boost overall employee performance, but only in the short-term. (2022) Employer News (website)
Incentive payments boost overall employee performance, but only in the short-term. (2022) Startup Observer (website)
Incentive payments boost overall employee performance, but only in the short-term. (2022) International Releases (website)
Incentive payments boost overall employee performance, but only in the short-term. (2022) responsesource (website)
Work intensity is a more pressing issue than overtime work. (2022) The Choice (website)
Comment gérer un travail qui devient de plus en plus intense? (2022) The Conversation (website)
Comment gérer un travail qui devient de plus en plus intense? (2022) ECORESEAU Business (magazine)
Why working long hours does not necessarily hurt your health. (2022) ESCP Business School news (website)
Travail : les heures supplémentaires sont-elles forcément synonymes de stress ou de pression managériale?. (2022) Radio France (radio)
Pourquoi travailler beaucoup ne nuit pas nécessairement à la santé. (2022) L'Express (magazine)
Why Working Long Hours Does not Necessarily Hurt Your Health. (2022) Psychreg (website)
Why Working Long Hours Does not Necessarily Hurt Your Health. (2022) responsesource (website)
Wellbeing ‘not necessarily’ harmed by long hours, study claims. (2022) insight (website)
Why working long hours does not necessarily hurt your health. (2022) Wealth Tribune (website)
Working overtime? Those extra hours might not be hurting your wellbeing after all – just don't tell Jeff Bezos or Jack Ma. (2022) The Register (website)
Four day working week better for your health? Long hours and putting in overtime do not hurt, on the contrary. (2022) City A.M. (website)
Letter: Paying juniors more will not cure banker burnout. (2021) Financial Times (newspaper)
Why it's unfair for companies to cut pay for staff that WFH. (2021) Yahoo News (website)
Under pressure. (2021) Business and Management (magazine)
Will extreme work culture change? (2021) Business Because (website)
Demands and pressures of working from home. (2021) The Guardian (newspaper)
7 Remote Work Lessons From Around The World. (2021) Business Because (website)
The Reader: Banks must cut work intensity as well as hours. (2021) The Evening Standard (newspaper)
Why Overworking Makes You Worse at Your Job. (2021) Psychreg (website)
Women in academia – still a long way toward gender equality and inclusion. (2021) The Choice (website)
Overworking Makes You Worse at Your Job. (2021) The HR Director (website)
How to turn off the urge to always 'do more'. (2021) Yahoo Finance (website)
How to turn off the urge to always 'do more'. (2021) Yahoo News (website)
Well-being and employee productivity: A happy worker is a productive worker. (2021) The Choice (website)
Why overworking makes you worse at your job. (2021) ResponseSource (website)
Businesses must prioritise employee mental health going forward. (2020). Commercial Drone Professional (website)
Look after your employees – COVID-19 means mental health can no longer be an after-thought (2020) S.E.London.Blog (website)
COVID-19 means employee mental health can no longer be an after-thought. (2020) Wellbeing News (website)
COVID-19 means employee mental health can no longer be an after-thought. (2020) Remote Revolution (website)
COVID-19 means employee mental health can no longer be an after-thought. (2020) Glass News (website)
COVID-19 means employee mental health can no longer be an after-thought. (2020) CCR Magazine (magazine)
COVID-19 means employee mental health can no longer be an after-thought. (2020) Medium (website)
Workplace mental wellbeing ‘can no longer be an afterthought’. (2020) Access & Mobility Professional (website)
You think hard work pays off ? You are wrong! (2020) msn.com (website)
Are you an Ideal Worker and is it worth it? (2020) Head Heart + Brain (website)
Good leadership: When to go for ‘good enough’ rather than perfect. (2020) Life | Health Professional (website)
Episode #11 Does Hard Work Really Pay Off For Our Career & Well-Being? (2019) Workplace Evolution Podcast (radio)
Good leadership: When to go for ‘good enough’ rather than perfect. (2019) Insurance Business Magazine Canada (website)
Good leadership: When to go for ‘good enough’ rather than perfect. (2019) NZ Adviser (website)
Good leadership: When to go for ‘good enough’ rather than perfect. (2019) Real Estate Professional (website)
Good leadership: When to go for ‘good enough’ rather than perfect. (2019) Insurance Business Magazine America (website)
Exhaustion is not a badge of honour. (2019) Australian Women's Health (magazine)
Good leadership: When to go for ‘good enough’ rather than perfect. (2019) Insurance Business Magazine UK (website)
Good leadership: When to go for ‘good enough’ rather than perfect. (2019) Insurance Business Magazine Australia (magazine)
How to achieve more by doing less. (2019) Human Resources Director Australia (website)
How to achieve more by doing less. (2019) Human Resources Director New Zealand (website)
How to achieve more by doing less. (2019) Human Resources Director Asia (magazine)
How to achieve more by doing less. (2019) Human Resources Director Canada (website)
Travailler dix heures par jour et plus augmente les risques d'AVC, selon une étude. (2019) France TV Info (website)
Good leadership: When to go for ‘good enough’ rather than perfect. (2019) Insurance Business Magazine Asia (magazine)
Travailler dix heures par jour et plus augmente les risques d'AVC, selon une étude. (2019) Vertige Radio (radio)
Good leadership: When to go for ‘good enough’ rather than perfect. (2019) Wealth Professional Canada (website)
6 Ways to Survive Working Long Hours. (2019) Fairygodboss (website)
Good leadership: When to go for ‘good enough’ rather than perfect. (2019) Insurance Business Magazine NZ (magazine)
Good Leadership: When To Go For ‘Good Enough’ Rather Than Perfect. (2019) Ceoworld Magazine (magazine)
Don’t Play The Busy-Ness Game. Here’s Why More Effort Doesn’t Equal Better Results. (2019) CEO Insider (website)
Don’t Play The Busy-ness Game. Here’s Why More Effort Doesn’t Equal Better Results. (2019) Ceoworld Magazine (magazine)
Workplace culture: why it’s time to bust the myth of the ‘ideal worker’. (2019) HR Zone (website)
Why Your Pursuit Of Perfectionism Is Stopping You From Getting Anything Done. (2019) B and T Magazine (magazine)
You think hard work pays off? You are wrong! (2019) Xerfi Canal (television)
Conditions de travail : trop d'heures sup' ne vous vaudra pas une promotion. (2019) emploipublic.fr (website)
Chilla på jobbet – det är bra för karriären. (2019) Svenska Dagbladet (newspaper)
Apprendre à déconnecter. (2019) Monaco Matin (newspaper)
Apprendre à déconnecter. (2019) Nice-Matin (newspaper)
Pauser på jobbet gör dig mer effektiv. (2019) Dagens Nyheter (newspaper)
Why You Should Say No To Long Working Hours. (2019) The Woods Ayre Blog (website)
Jobber lenge og hardt? Det kan gjøre mer skade enn godt. (2019) nor.sciences-world.com (website)
Según la ciencia, echarle ganas a tu chamba es malo para tu carrera. (2019) 7boom.mx (website)
Your postcode still matters online. (2019) City A.M. (newspaper)
Success in action: why quiet is the way to success in business. (2019) oloom.aspdkw.com (website)
Bekerja Berlebihan Berdampak Buruk untuk Karier, Bukan Sebaliknya. (2019) ayobandung.com (website)
HORA DE DESCONECTAR. (2019) Women's Health (Spain) (magazine)
The Real Impact Of Working Late. (2019) WellFest (website)
This is what working late is doing to your body. (2019) MSN Lifestyle (website)
Last one in the office? This is what working late is doing to your body. (2019) Red Online (website)
This is what working late is doing to your body. (2019) Yahoo Finance (website)
This Is What Working Late Is Doing to Your Body. (2019) Yahoo Style (website)
Last one in the office? This is what working late is doing to your body. (2019) Harper's BAZAAR (magazine)
Elon Musk yanılıyor: Aşırı çalışmak, insanı daha mükemmel yapmıyor! (2019) Sophos Akademi (website)
Long hours and loneliness - fixing workplace misery. (2019) Eat Sleep Work Repeat (radio)
埃隆·马斯克错了,超长时间的工作并不会让你的工作更出色. (2019) Huagu Finance (website)
埃隆·马斯克错了,超长时间的工作并不会让你的工作更出色. (2019) qq.com (website)
埃隆·馬斯克錯了,超長時間的工作並不會讓你的工作更出色. (2019) kknews (website)
Chilla kan vara bra för karriären. (2019) Sveriges Radio (radio)
Forskning: Jobba lugnare är bättre för karriären. (2019) Omni (website)
Forskning: Jobba lugnare är bättre för karriären. (2019) fplus.se (website)
Winning at work: Why chilling out is the route to job success. (2019) xxcti Health Blog (website)
Working long and hard may simply do more harm than good. (2019) FNEGE Medias (website)
Winning at work. (2019) New Scientist (magazine)
How to do less and get paid more. (2019) Tribune Content Agency (website)
Winning at work: Why chilling out is the route to job success. (2019) News and Lifestyle (website)
Dr. Argyro Avgoustaki: Working long and hard may simply do more harm than good. (2019) YouTube (website)
RESEARCH Argyro Avgoustaki discusses the findings of her extremely popular article about hard work. (2019) ESCP Europe News (website)
Elon Musk ơi anh sai rồi! Làm thêm nhiều giờ không giúp hoàn thành công việc tốt hơn. (2019) Tin Tuc So (website)
Elon Musk ơi anh sai rồi! Làm thêm nhiều giờ không giúp hoàn thành công việc tốt hơn. (2019) vnreview.vn (website)
Elon Musk is wrong. Working very long hours does not make you better at work. (2019) Real Business News (website)
Elon Musk is wrong. Working extremely long hours doesn't make you better at your job. (2019) NEWSLANES (website)
Elon Musk is wrong. Working extremely long hours doesn't make you better at your job. (2019) Popular Science (magazine)
Pracuj mniej, ale sprytniej. (2019) Logo24 (website)
Clocking Off. (2019) Women's Health (magazine)
Why Leaders That Do Much More Accomplish Far Less. (2018) Forbes (website)
My year of slowing down: how I learned to say no. (2018) SBS Australia (website)
4 bonnes raisons de ne pas faire d'heures supplémentaires. (2018) Welcome to the Jungle (website)
Les heures supplémentaires mauvaises pour votre carrière ? (2018) neufdixsept (website)
Lasst das Schuften, es bringt Euch nicht weiter. (2018) WDR 5 (radio)
Esforzarte demasiado en el trabajo es malo para tu carrera, según un estudio. (2018) Veintitantos (website)
Why coasting at work is the best thing for your career, health and happiness. (2018) The Guardian (newspaper)
Praise of the lazy. (2018) Os Tempos em que Vivemos (website)
Why Working Overtime Is Never A Good Idea. (2018) entrepreneur.com (website)
Heures sup’, hyperconnexion et promotion de carrière sont incompatibles : levez le pied ! (2018) fexter2.fr (website)
Lasst das Schuften, es bringt Euch nicht weiter! (2018) MDR (radio)
Därför kan mycket övertid sabba karriären. (2018) Chef. (website)
Elogio dos preguiçosos. (2018) Os Tempos em que Vivemos (website)
Karriere: Lass das Schuften, es bringt dich nicht weiter. (2018) ze.tt (website)
Het bewijs: lange uren kloppen levert niets op. (2018) Jobat.be (website)
Working long and hard? It may do more harm than good. (2018) ZA Confidential (website)
Буде Елон Маск в 120-годинний тиждень перешкодити нам поклонятися трудоголізм? (2018) Temp21 (website)
It’s Official: Work is Bad. Holidays are Good. (2018) Red7 (website)
CONTRAIREMENT À L’ADAGE, FAIRE PLUS D’EFFORT NE PAIERAIT PAS. (2018) HR.square (website)
Working long and hard? It may do more harm than good for your productivity and wellbeing. (2018) insight (website)
Trop travailler peut nuire a votre carriere. (2018) Alger Hebdo (newspaper)
Why hard work and long hours dont pay. (2018) Economia (magazine)
Conditions de travail : trop d'heures sup' ne vous vaudra pas une promotion. (2018) emploipublic.fr (website)
Trabajar muy duro puede ser malo para tu carrera. (2018) Feminiza.com (website)
Hard work probably doesn't pay off. Here's why. (2018) World Economic Forum (website)
Ferme tout de suite ton ordi : Trop travailler pourrait avoir des effets néfastes sur ton avenir professionnel. (2018) Shoko (website)
Working long and hard? It may do more harm than good. (2018) City, University of London News (website)
Working long and hard? It may do more harm than good. (2018) Times of Malta (newspaper)
Working long and hard? It may do more harm than good. (2018) Metro (newspaper)
Working Long and Hard May Be Harmful. (2018) Work&labour news&research, CIRHR Library, University of Toronto (website)
Working long and hard? It may do more harm than good. (2018) phys.org (website)
Too much work is bad for your health and career. (2018) The People Space (website)
ON YOUR MARK … GET SET … START THE WEEK. (2018) Strategic HR (website)
Trabalhar bastante acelera, de verdade, a carreira? (2018) SEAAC (website)
Trabalhar bastante acelera, de verdade, a carreira? (2018) Estadão (newspaper)
Working Too Hard Could Be Harmful to Your Career, Says a New Survey of 52,000 Employees. (2018) Inc. (magazine)
Hard work isn’t going to pay off, so you might as well give up now. (2018) Career Beacon (website)
WHY IT IS HARMFUL TO WORK TOO MUCH. (2018) KodKey (website)
Elon Musk arbejder 120 timer om ugen. Men måske er vi snart færdige med at tilbede den evigt arbejdende iværksætter. (2018) Information (newspaper)
Lavorare troppo? Non ci fa bene e sembra che non giovi alla carriera! (2018) uomoemanager.it (website)
Lavorare troppo nuoce alla salute e... alla carriera! (2018) Manager Italia (website)
LAVORARE TROPPO NUOCE NON SOLO ALLA SALUTE MA ANCHE ALLA CARRIERA. (2018) Adriatico News (website)
Lange werkdagen goed voor je carrière? Toch niet, zo blijkt. (2018) BNP Paribas Fortis (website)
Trop travailler peut nuire à votre carrière. (2018) Allo Dakar (website)
Les heures supplémentaires favorisent-elles la réussite professionnelle ? (2018) Digital Congo (website)
Excessive hours and intense work is bad for your career - here's why. (2018) World Economic Forum (website)
Will Elon Musk's 120-hour week stop us worshipping workaholism? (2018) The Guardian (newspaper)
Tuần lễ 120 giờ của Elon Musk có ngăn chúng ta thờ phượng không? (2018) News RND (website)
Kommer Elon Musk 120 timmar i veckan hindra oss från att dyrka arbetsnarkomani? (2018) Actual Info (website)
Después de todo, parece que no vale la pena trabajar tanto. (2018) La Segunda (newspaper)
没必要超负荷工作. (2018) Chinese Canadian Voice (website)
Çok çalışanlar dikkat! Fazla mesai kariyere zarar verebilir! (2018) sgkrehberi (website)
No final das contas, trabalhar duro pode não valer a pena. (2018) Valor Econômico (newspaper)
不想上班!每天起床就鬱悶? 3妙招幫你擺脫工作負能量. (2018) EBC (website)
Au travail, trop d'efforts peuvent nuire au bien-être mais aussi à la carrière. (2018) Santé Magazine (magazine)
Pour évoluer dans notre carrière, évitons les heures supplémentaires. (2018) Le Soir (newspaper)
Oraret e zgjatura dhe intensiteti në punë, si ndikojnë në shëndetin mendor. (2018) Healthy News (website)
Oraret e zgjatura dhe intensiteti në punë, ndikim në shëndetin mendor. (2018) orikuminews.com (website)
No final das contas, trabalhar duro pode não valer a pena. (2018) Força Sindical (website)
No final das contas, trabalhar duro pode não valer a pena. (2018) Sindicato dos Metalúrgicos (website)
Les heures supplémentaires favorisent-elles la réussite professionnelle? (2018) Yahoo Style (website)
Les heures supplémentaires favorisent-elles la réussite professionnelle? (2018) terrafemina.com (website)
No final das contas, trabalhar duro pode não valer a pena. (2018) GS Notícias (website)
Çok çalışanlar dikkat: Fazla mesai kariyere zarar verebilir! (2018) Haber Gunce (website)
Çok çalışanlar dikkat: Fazla mesai kariyere zarar verebilir! (2018) Cumhuriyet (website)
Mesaiye kalanlar dikkat! Kariyerinize zarar verebilir. (2018) Gercek Gundem (website)
Mesaiye kalanlar dikkat! Kariyerinize zarar verebilir. (2018) bandırmalıyız.com (website)
Çok çalışanlar dikkat: Fazla mesai kariyere zarar verebilir! (2018) The World News (website)
TRAVAIL : FAIRE DES HEURES SUP’ N’EST PAS BON POUR VOTRE CARRIÈRE. (2018) latina.fr (website)
TRAVAIL : FAIRE DES HEURES SUP’ N’EST PAS BON POUR VOTRE CARRIÈRE. (2018) Forum (website)
TRAVAIL : FAIRE DES HEURES SUP’ N’EST PAS BON POUR VOTRE CARRIÈRE. (2018) Voltage (website)
TRAVAIL : FAIRE DES HEURES SUP’ N’EST PAS BON POUR VOTRE CARRIÈRE. (2018) Vibration.fr (website)
TRAVAIL : FAIRE DES HEURES SUP’ N’EST PAS BON POUR VOTRE CARRIÈRE. (2018) WIT FM (radio)
TRAVAIL : FAIRE DES HEURES SUP’ N’EST PAS BON POUR VOTRE CARRIÈRE. (2018) Swigg (website)
TRAVAIL : FAIRE DES HEURES SUP’ N’EST PAS BON POUR VOTRE CARRIÈRE. (2018) BlackBox FM (radio)
Faire des heures supplémentaires pourrait nuire à la carrière professionnelle. (2018) seneweb.com (website)
Jam Kerja dan Karir. (2018) ugetuget.com (website)
Levez le pied ! Trop travailler ne boostera pas votre carrière. (2018) actu.fr (website)
Why working hard can actually be bad for your health AND career. (2018) The Breeze (website)
FAIRE DES HEURES SUP’ PEUT NUIRE À VOTRE CARRIÈRE. (2018) GLAMOUR (magazine)
Vous pensez que les heures supplémentaires vont booster votre carrière ? C'est tout l'inverse ! (2018) Oh!MyMag (website)
研究人员:超负荷工作损害职业前景 ...转自多维新闻网. (2018) DW News (website)
研究人员:超负荷工作损害职业前景. (2018) popyard.org (website)
Pour évoluer dans sa carrière, mieux vaut éviter les heures supplémentaires. (2018) Flair (magazine)
扮工定辦工好?研究:太努力工作反而不利事業. (2018) ULifestyle (website)
Faire des heures supplémentaires pourrait nuire à la carrière professionnelle. (2018) Le Figaro (newspaper)
没必要超负荷工作. (2018) FTChinese (website)
Trop travailler peut nuire à votre carrière. (2018) 4Suisse (website)
Science: Hard work could be detrimental to your well-being and your career. (2018) Brinkwire (website)
Hard work could be detrimental to your well-being and your career. (2018) Phys.org (website)
Ces heures supplémentaires qui nuisent à votre carrière. (2018) conseiller.ca (website)
Hard work could be detrimental to your wellbeing and your career. (2018) City, University of London News (website)
升遷就是肯定?「5個原因」讓上班族後悔被升遷. (2018) EBC (website)
Trop travailler peut nuire à votre carrière. (2018) Top Santé (website)
Trop travailler peut nuire à votre carrière. (2018) Santé Clic (website)
Heures sup’, hyperconnexion et promotion de carrière sont incompatibles : levez le pied ! (2018) blog-emploi.com (website)
Multiplier les heures supplémentaires ne favorise pas l’évolution professionnelle. (2018) 24matins.fr (website)
Playing the ‘overtime hero’ undermines your career. (2018) My Career Journey (website)
Trop travailler peut nuire à votre carrière. (2018) pureactu.com (website)
Oraret e zgjatura në punë, ja si ndikojnë në shëndetin mendor. (2018) alboz.co (website)
Ja si ndikojnë në shëndetin mendor oraret e zgjatura në punë. (2018) Gazeta Shqiptare (newspaper)
Too much work can hurt your career. (2018) newsbeezer.com (website)
Travailler trop ne sert pas à faire avancer plus vite votre carrière. (2018) BFM TV. (website)
Travailler trop ne sert pas à faire avancer plus vite votre carrière. (2018) Yahoo News (website)
Trop de travail ne sert pas à faire avancer votre carrière plus rapidement. (2018) Nouvelles du Monde (website)
Travailler trop ne sert pas à faire avancer plus vite votre carrière. (2018) Equilibre Plus (website)
Oraret e zgjatura dhe intensiteti në punë, si ndikojnë në shëndetin mendor. (2018) shqiptarja.com (website)
Oraret e zgjatura dhe intensiteti në punë, si ndikojnë në shëndetin mendor. (2018) liberal.al (website)
Oraret e zgjatura dhe intensiteti në punë, si ndikojnë në shëndetin mendor. (2018) Gazeta Dita (newspaper)
Faire des heures sup' nuit à votre carrière ! (2018) Cadreo (website)
A new study says that hard work may be bad for your career... (2018) Arab Debate (website)
認真就輸了?勞工上班太努力…研究:反而不利升遷!. (2018) EBC (website)
Carrière : les heures sup' ne favorisent pas les promotions. (2018) Yahoo Finance (website)
CARRIÈRE : LES HEURES SUP' NE FAVORISENT PAS LES PROMOTIONS. (2018) Capital (magazine)
Travailler de longues heures nuit à votre carrière. (2018) Express Business (website)
Trop d’heures supplémentaires nuit à la carrière. (2018) Le Monde (newspaper)
Pensez à votre carrière, ne travaillez pas trop ! (2018) LireLactu (website)
Trop d’heures supplémentaires nuit à la carrière. (2018) jeunediplome.net (website)
Trop d'heures supplémentaires nuit à la carrière. (2018) Boursorama (website)
Oraret e zgjatura dhe intensiteti në punë ndikojnë në shëndetin mendor! (2018) BORDO (website)
Oraret e zgjatura dhe intensiteti në punë, ndikim në shëndetin mendor. (2018) Agjencia Telegrafike Shqiptare (website)
各州生活長短知多少. (2018) Ming Pao USA (newspaper)
Riset: bekerja terlalu keras itu tak baik. (2018) Beritagar.id (website)
早點下班吧!歐洲研究:太過努力工作會傷害職涯、身心 原文網址: 早點下班吧!歐洲研究:太過努力工作會傷害職涯、身心. (2018) ETtoday (website)
Why working hard is bad for your health. (2018) healthcentral.nz (website)
Why working hard is bad for your health. (2018) New Zealand Herald (newspaper)
認真上班就輸了! 研究:努力工作更易對待遇不滿. (2018) TVBS News (website)
Study: Trying Too Hard At Work is Bad For You And Your Career. (2018) iHeart Radio (website)
別努力工作!歐洲研究:認真上班 易對待遇、晉升不滿. (2018) Liberty Times Net (website)
早點下班了~研究顯示:太努力工作 嚴重影響身心靈、易對待遇不滿!. (2018) CTITV (website)
英國研究:工作努力員工更易不滿待遇 太努力有反效果. (2018) Ming Pao (newspaper)
研究:工作努力员工更易不满待遇·太努力有反效果. (2018) Sin Chew Daily (newspaper)
Alta intensidad de trabajo genera bajo bienestar y peor desempeño laboral. (2018) El Semanario (newspaper)
New Study Says Working 'Too Hard' Can Be Bad For Your Career. (2018) Marie Claire (magazine)
Why working hard could be BAD for you: Employees who put in too much effort perform worse and don't get promoted, study says. (2018) news.am (website)
Working too hard can actually hurt your career. (2018) bizwomen (website)
Mitarbeiter, die zu viel Aufwand betreiben, schneiden schlechter ab und werden nicht gefördert, sagt Studie. (2018) teKK (website)
Why you shouldn’t push yourself too hard at work. (2018) Stylist (magazine)
A new study says trying too hard at work is bad for your career. (2018) INSIDER (website)
A new study says trying too hard at work is bad for your career. (2018) Business Insider UK (website)
A New Study Says Working Too Hard With No Time for Recovery Is Bad for Your Career. (2018) Thrive Global (website)
A new study says trying too hard at work is bad for your career. (2018) longroom.com (website)
A new study says trying too hard at work is bad for your career. (2018) startupnewsdigest.com (website)
Commentary: Working hard at a relentless pace won't help your career prospects. (2018) Channel News Asia (website)
Why working hard could be bad for you: Employees who put in too much effort perform worse and don't get promoted, study says. (2018) The Daily Mail (newspaper)
Employees who put in too much effort perform worse, study says. (2018) Best Health Tale (website)
Trying Too Hard at Work Is Bad for You. (2018) The Cut (website)
't is officieel: lange uren werken levert geen voordeel op. (2018) Express Business (website)
Hard work may not pay off for your career in the long run. (2018) CNBC (website)
All work and no play can make us less productive, new research shows. (2018) The Australian Financial Review (website)
Hard work may not pay off for your career in the long term. (2018) znews24.com (website)
Hard work may not pay after all. (2018) Business Day (newspaper)
Hard work may not pay after all. (2018) Financial Times (newspaper)
Waarom overwerken je carriere niet altijd verder helpt. (2018) nu.nl (website)
Waarom overwerken je carriere niet verder helpt. (2018) theworldnews.net (website)
Waarom overwerken je carriere niet altijd verder helpt. (2018) puurnieuws.nl (website)
Working long and hard? It may do more harm than good. (2018) The Conversation (website)
ERF 2022. ESCP Research Funding. Research project: “Motives of work intensity and employee well-being.”” with Hans Frankort. Principal researcher: Argyro Avgoustaki
ERF 2021. ESCP Research Funding. Research project: “The dark side of Human Resource Management Practices” with Kerstin Alfes. Principal researcher: Argyro Avgoustaki
ERF 2019. ESCP Research Funding. Research project: “The dark side of Human Resource Management Practices” with Kerstin Alfes. Principal researcher: Kerstin Alfes
Spanish Ministry of Economics and Competitiveness (grant ECO2015-69615-R). 2016 –18. Principal researcher: Jaime Ortega, Universidad Carlos III de Madrid
EERF 2018. ESCP Europe Research Funding. Research project: “Implications of work effort and discretion for employee well-being and career outcomes: An integrative assessment” with Hans Frankort. Principal researcher: Argyro Avgoustaki
EERF 2017. ESCP Europe Research Funding. Research project: “Identity labor and employee intensive work effort” with Hsin-Hsuan Meg Lee. Principal researcher: Hsin-Hsuan Meg Lee
EERF 2017. ESCP Europe Research Funding. Research project: “Dynamic model on the short-term impact of human resource practices on firm performance: Introducing marketing specific practices” with Hans Frankort. Principal researcher: Argyro Avgoustaki
Spanish Ministry of Economics and Competitiveness (grant ECO2012-33308). 2013 –15. Principal researcher: Jaime Ortega, Universidad Carlos III de Madrid
EERF 2014. ESCP Europe Research Funding. Research project: “Language standardization and individual performance: The mediating role of intensive and extensive work effort” with Anne-Wil Harzing. Principal researcher: Argyro Avgoustaki
ERF 2014. ESCP Europe Research Funding. Research project: “Task variety vs. task specialization, employee internal career advancement and intention to quit: The case of engineers in the energy sector” with Jaime Ortega. Principal researcher: Argyro Avgoustaki
Spanish Ministry of Science and Innovation (grant ECO2009-08278). Principal researcher: Jaime Ortega, Universidad Carlos III de Madrid
Community of Madrid (grant S2007/HUM-0413). 2008 –11. Principal researcher: Isabel Gutiérrez Calderón, Universidad Carlos III de Madrid
2023 CIPD Applied Research Conference, Alliance Business Schoool, Manchester, UK
2022 82nd Annual Meeting of the Academy of Management, Seattle, Washington
2022 SMS 42nd Annual Meeting of the Strategic Management Society on Innovative Strategies for an Open World, London, UK
2021 81st Annual Meeting of the Academy of Management, online
2021 British Academy of Management, virtual
2020 SMS 40th Annual Meeting of the Strategic Management Society on Strategy in a Disruptive World, Virtual
2020 80 Annual Meeting of the Academy of Management, Vancouver, Canada
2019 Symposium on molecular biology, by Goethe University Frankfurt, Chania, Greece (invited speaker)
2019 79th Annual Meeting of the Academy of Management, Boston, Massachusetts
2019 34the EIASM Workshop on Strategic Human Resource Management, Vienna, Austria
2018 78th Annual Meeting of the Academy of Management, Chicago, Illinois
2018 15th International Human Resource Management Conference, Madrid, Spain
2018 LAEMOS Conference, Buenos Aires, Argentina
2017 77th Annual Meeting of the Academy of Management, Atlanta, Georgia
2017 London School of Economics and Political Science, UK
2017 Universidad Carlos III de Madrid, Spain
2017 ESCP Europe Business School, Madrid, Spain
2017 Madrid Work and Organizations Symposium at IE Business School, Spain
2016 Cass Business School, UK
2016 Work, Employment & Society Conference, University of Leeds, UK
2016 76th Annual Meeting of the Academy of Management, Anaheim, California
2016 2nd HR Division of the Academy of Management International Conference (HRIC), Sydney, Australia
2015 75th Annual Meeting of the Academy of Management, Vancouver, Canada
2015 14th Conference on Research on Economic Theory and Econometrics, Mediterranean Agronomic Institute of Chania, Crete, Greece
2015 31st EGOS Colloquium, ALBA Graduate Business School at the American College of Greece, Athens, Greece
2014 74th Annual Meeting of the Academy of Management, Philadelphia, Pennsylvania
2014 53rd Meeting & 2nd International Conference of the Research Centre for Energy Management, Crete, Greece
2013 3rd Madrid Work and Organizations Symposium at IE Business School, Spain
2013 73rd Annual Meeting of the Academy of Management, Lake Buena Vista, Orlando, Florida
2013 3rd Madrid Work and Organizations Workshop at IESE Business School, Spain
2012 72nd Annual Meeting of the Academy of Management, Boston, Massachusetts
2012 28th EGOS Colloquium, Aalto University and Hanken School of Economics, Helsinki, Finland
2012 2nd Madrid Work and Organizations Workshop at IE Business School, Spain
2011 31st Annual Meeting of the Strategic Management Society on Strategies for a Multi- Polar World: National Institutions and Global Competition, Miami, Florida
2011 Greek National Conference on Public Administration: Transparency, Performance Appraisal, and Effectiveness, Athens, Greece (invited speaker by the Prime Minister)
2011 DRUID Society Conference on Innovation, Strategy, and Structure: Organization, Institutions, Systems and Regions at Copenhagen Business School, Denmark
2011 1st Madrid Work and Organizations Workshop at UC3M, Spain
2010 Jornadas de Economía Industrial (JEI2010) Annual Meeting, Department of Business Administration and Department of Economics at UC3M, Madrid, Spain
2010 70th Academy of Management Annual Meeting, Human Resource Doctoral Consortium, Montréal, QC, Canada