• A dynamic learning perspective of portfolio entrepreneurship in nascent markets

      Baert, Caroline; Meuleman, Miguel; Debruyne, Marion; Van Dyck, Walter (2012)
    • Financial happiness barometer

      Baert, Caroline; Debruyne, Marion; Goedertier, Frank (2013)
    • Framing strategic organizational change

      Baert, Caroline; Debruyne, Marion (2016)
    • Innovation for sustainable, profitable growth at Barry Callebaut

      Muylle, Steve; Baert, Caroline; Debruyne, Marion (2013)
    • Portfolio Entrepreneurship and Resource Orchestration

      Baert, Caroline; Meuleman, Miguel; Debruyne, Marion; Wright, Mike (Strategic Entrepreneurship Journal, 2016)
      This study examines the role of resource orchestration for the exploration and exploitation of opportunities through portfolio entrepreneurship. Adopting a single-case study approach, we identify eight distinctive resource orchestration subprocesses that we group into three aggregate resource orchestration processes that enable the development and exploitation of a set of resources and capabilities across a portfolio of ventures. Our findings extend the literature on enduring entrepreneurship by building theory on how resource orchestration across a portfolio of ventures facilitates the emergence of synergies when exploring and exploiting opportunities.
    • Professional identity transformation and strategic industry change: from ambiguity to reconstruction

      Baert, Caroline; De Stobbeleir, Katleen; Debruyne, Marion (Academy of Management Proceedings, 2017)
      In industries disrupted by technological innovation, strategic industry change may affect professional identity. This study explains the dynamic processes through which the professional identity of a collective of professionals evolves and transforms. To study such continuous transformation of a shared identity we engaged in a longitudinal qualitative study of the discursive practices of professionals in the newspaper industry. Professionals renegotiated core elements constituting their identity by converting old understandings of professional identity into new ones and by expanding understandings of professional identity by means of new elements. As such, they engaged in dynamic identity reconstruction processes allowing the reconstruction of a coherent professional identity, congruent with the strategic industry change at hand. Our study reveals the importance of recursive interrelationships between identity, cognition and strategic industry change: professional identity defines professionals’ cognitive interpretation of industry change, yet in parallel strategic industry change shapes professionals’ cognitive understanding of their identity. We contribute by highlighting the value of intertwining professional identity theory and strategic change research to better understand industry dynamics.
    • Ready to take the plunge? Introducing Agfa HealthCare's healthcare IT solutions in Spain

      Debruyne, Marion; Baert, Caroline (2011)
      This case reveals the complexity of making a viable market entry with a complex healthcare IT product and illustrates how a technology-driven company aims at making a strategic transition. In 2005, Agfa HealthCare is an established player in the market for medical imaging, that strives to become a leading healthcare IT player. To break through market inertia and increase market share, the company ventures into the development of state-of-the-art IT solutions. Looking for its next growth opportunity, Agfa HealthCare's attention is drawn towards the Spanish healthcare market where it faces four options for a possible market entry with IT solutions: (1) enter the Spanish market alone, (2) acquire a Spanish player, (3) partner up with a company in the Spanish market or (4) dismiss the move altogether and direct its efforts towards other markets or products. It is up to the strategic decision maker to analyse the pros and cons related to each strategy based on available information concerning the industry, customers, competition, possible partners, acquisition candidates and product characteristics. Therefore, this case is particularly suitable for students of both degree programs and executives interested in market strategy, strategic decision making, competition and product management.
    • Surviving digital disruption: The case of Truvo

      Peeters, Carine; Baert, Caroline (2018)
      The case study is set at the end of the year 2014. At that time, Truvo, a traditional yellow pages industry player in Belgium, has already made a number of important steps in its transition from a print directory company to a digital marketing agency for small and medium sized enterprises (SMEs). Different strategic options have been explored, implemented and / or abandoned, illustrating the continuous approach to the company's strategic transformation. In 2014, Truvo's management had to decide on two important next steps in the company's transformation: 1) Should Truvo further accelerate the full exit from print business? 2) Should Truvo extend its digital marketing offering by creating a full-service agency targeting larger clients? In addition to a reflection on Truvo's transformation journey overall, these two concrete questions offer an opportunity to expose students and executives to the difficulty of strategy making when a company needs to radically rethink its existing business model in a context of rapid but also uncertain market developments.
    • The customer decision journey when purchasing financial services

      Baert, Caroline; Debruyne, Marion; Goedertier, Frank (2012)
    • Time to change: framing strategic change following disruption

      Baert, Caroline; Debruyne, Marion (Academy of Management Proceedings, 2017)
      We examine the evolutionary process of decision-makers’ framing of strategic change to understand its contribution to the development of cognitive inertia. Cognitive inertia refers to decision-makers’ incapacity to timely challenge existing cognitive understandings in a context of disruptive change, resulting in a slower pace or lack of adaptation of those understandings and, ultimately, strategic inertia. Managerial cognition can be understood as a dynamic process of meaning construction, whereby meaning is created via framing practices. As such, framing practices are the interface between cognition and strategic responses. Adopting a grounded, interpretative case-study approach, we examine the framing practices of two media groups’ decision-makers as they frame the implications of digitization, a disruptive technological change, and develop strategic responses. We identify alternative framing paths and define the evolutionary process of framing. As such, we extend theory on the impact of managerial cognition on incumbent inertia in the context of disruptive technological change by unpacking the framing processes that relate to strategic inertia.