• 3M Automotive Aftermarket Division

      Muylle, Steve; Rangarajan, Deva; Dom, Alfons (2007)
      This case highlights the various factors that affect how an organisation moves from a product focused approach to a solution-based approach. The case incorporates the process change involved in this transition, and in particular focuses on the changes in customer orientation, the corresponding value proposition, and the underlying value network. These objectives are accomplished by illustrating the 3M AAD (Automotive Aftermarket Division) situation over time, as structured in parts (A), (B) and (C). The teaching note provides discussion questions that follow each part and form a link to the following part.
    • 3M Automotive Aftermarket Division - Teaching note

      Muylle, Steve; Rangarajan, Deva; Dom, Alfons (2007)
    • A capability-based approach for selecting business meeting modes

      Standaert, Willem; Muylle, Steve; Basu, Amit (2015)
    • A grounded theory of world wide web search behaviour

      Muylle, Steve; Moenaert, Rudy; Despontin, Marc (Journal of Marketing Communications, 1999)
    • A means-end-chain analysis of pub visits in Belgium

      Weijters, Bert; Muylle, Steve (2009)
    • Adaptive leadership: Shape your path through turbulence

      De Stobbeleir, Katleen; Peeters, Carine; Pfisterer, Matthias; Muylle, Steve (2019)
      The findings of the study are described in the white paper ‘Adaptive Leadership: shape your path through turbulence’. With the aim of providing practical relevance, the white paper also offers concrete examples from the corporate world to help other organisations and their leaders reflect on how to boost adaptiveness. One of the elements is a checklist that gives leaders recommendations on how to strengthen their adaptive leadership behaviour.
    • An economic perspective on electronic marketplaces

      Muylle, Steve; Basu, Amit; Despontin, Marc (2002)
    • An empirical study of electronic reverse auction project outcomes

      Standaert, Willem; Muylle, Steve; Amelinckx, Isabelle (Electronic Commerce Research & Applications, 2015)
      We extend the conceptual model developed by Amelinckx et al. (2008) by relating electronic reverse auction (ERA) project outcomes to ERA project satisfaction. We formulate hypotheses about the relationships among organizational and project antecedents, a set of financial, operational, and strategic ERA project outcomes, and ERA project satisfaction. We empirically test the extended model with a sample of 180 buying professionals from ERA project teams at large global companies. Our results show that operational and strategic outcomes are positively related to ERA project satisfaction, while price savings are not. We also find positive relationships between financial outcomes and project team expertise, operational outcomes and organizational commitment, cross-functional project team composition, and procedural fairness, and strategic outcomes and top management support, organizational commitment, and procedural fairness.
    • An empirical study of the effectiveness of telepresence as a business meeting mode

      Standaert, Willem; Muylle, Steve; Basu, Amit (Information Technology and Management, 2016)
      Telepresence is a technology that has emerged as a promising mode for conducting business meetings with distributed participants, since it enables an immersive lifelike experience. However, telepresence meetings are substantially more expensive than audio- and video-conferencing meetings. This paper examines the justification of using telepresence for meetings. Based on an extensive literature review, two research questions about the effectiveness of telepresence for achieving meeting objectives are formulated. These are then addressed in an empirical study consisting of two phases, conducted in a large multinational corporation in which telepresence is widely used. In Phase 1, a list of meeting objectives is compiled. In Phase 2, the effectiveness of telepresence is analyzed relative to audio-conferencing, video-conferencing, and face-to-face for these objectives, based on input from 392 meeting organizers. The results of the analysis indicate that although the effectiveness of telepresence is higher than the effectiveness of audio- and video-conferencing for several meeting objectives, it is not significantly different from the effectiveness of face-to-face for any objective.
    • Assessing and enhancing e-business processes

      Basu, Amit; Muylle, Steve (Electronic Commerce Research and Applications, 2011)
    • Authentication in Electronic Commerce

      Basu, Amit; Muylle, Steve (Communications of the ACM, 2003)
    • B2B Brand Architecture

      Muylle, Steve; Dawar, Niraj; Rangarajan, Deva (California Management Review, 2012)
    • Barco: Leading the Events Market

      Muylle, Steve; Debruyne, Marion (2009)
      In 2004, Barco is a leading player in the market for events projection for large and extra large venues. Barco's Events Business Unit is the biggest business unit of the Barco Media and Entertainment Division. Chris Colpaert, Director Product Management is returning from Infocomm, the most important tradeshow for audio visual professionals in the world, and needs to decide which product line decisions to take in response to the competitive developments in the market. As he prepares for a meeting with the Business Unit and Division directors, he is considering four options. The four options represent different innovation strategies.
    • BNP Paribas Fortis: The "James" Banking Experience

      Muylle, Steve; Standaert, Willem (2017)
    • Business meetings in a post-pandemic world: When and how to meet virtually?

      Standaert, Willem; Muylle, Steve; Basu Cox, Amit (Business Horizons, 2021)
      The COVID-19 pandemic that erupted in 2020 forced businesses across the world to adopt virtual meetings. With many people working from home, software platforms like Zoom and Teams became ubiquitous. However, their widespread use also revealed many weaknesses and limitations. While technologies for virtual meetings have existed for decades, these technologies have advanced significantly in recent years, and today range from audio-conference facilities to telepresence rooms with high-resolution video and sophisticated virtual presence features. The available alternatives differ significantly in costs, complexity and capabilities, and choosing the most effective technology for each meeting setting is not always easy. This is important, since after the pandemic, virtual meetings will move from being a necessity to being a widely accepted alternative to traditional face-to-face meetings. Consequently, the questions of when and how to meet virtually will become even more significant. In this paper, we describe a decision-making framework for choosing when and how to meet virtually, based on the importance of communication capabilities for categories of meeting objectives and taking into account meeting size and duration. The framework is based on extensive empirical research conducted in partnership with a number of major US and European companies.
    • Buyer and supplier perspectives on the transactional use of digital technologies: Two sides of the same coin?

      Van den Steen, Nils; Standaert, Willem; Muylle, Steve; Basu, Amit (2018)
      Prior research has shown that the use of digital technologies can improve the performance of processes involved in supply-chain transactions in a variety of industries. While their impact has been investigated for the procurement process, process-oriented research on the effect of digitization for sales is limited. In addition, both perspectives have not been examined in an integrated and comprehensive way. This study adds to the literature by taking a bilateral perspective on the process performance impact of buyer-supplier transactional use of digital technologies.