• Gaining insight in domestic violence with Emergent Self Organizing Maps

      Poelmans, Jonas; Elzinga, Paul; Viaene, Stijn; Van Hulle, Marc; Dedene, Guido (+) (Expert Systems with Applications, 2009)
      Topographic maps are an appealing exploratory instrument for discovering new knowledge from databases. During the past years, new types of Self Organizing Maps (SOM) were introduced in the literature, including the recent Emergent SOM. The ESOM tool is used here to analyze a large set of police reports describing a wide range of violent incidents that occurred during the year 2007 in the Amsterdam-Amstelland police region (the Netherlands). This article aims to demonstrate that the ESOM tool provides a valuable exploratory instrument for examining unstructured text in police reports. First, it is shown how ESOM was used to discover a range of new features that better distinguish domestic from non-domestic violence cases. Second, it is demonstrated how this resulted in a significant improvement in classification accuracy. Third, the ESOM tool facilitates an in-depth investigation of the nature and scope of domestic violence, which is particularly useful for the domain expert. Interestingly, it was discovered that the definition of domestic violence employed by the management was much broader than the definition employed by police officers. Fourth, the ESOM tool enables an accurate and automated assignment of either a domestic or a non-domestic violence label to unclassified cases. Finally, ESOM is a highly accurate and comprehensible case triage model for detecting and retrieving wrongly classified cases.
    • Gebruik van de Balanced Scorecard in Kredietmanagement

      Theunissen, Ludo (Financieel Management, 2003)
    • Gebruik van de vermogenstromentabel

      Roodhooft, Filip (Accountancy en Bedrijfskunde Kwartaalschrift, 1991)
    • Geëngageerd veranderen

      Van den Broeck, Herman; Devos, Geert; Bouckenooghe, Dave (2010)
    • Gender differences in Commitment to change: impacted by gender or by being part of a minority group?

      Deprez, Jana; Van den Broeck, Herman; Cools, Eva; Bouckenooghe, Dave (2012)
    • Gender stereotypes in management: a comparative study in communist and post-communist Romania

      Curseu, Petru L .; Boros, Smaranda (International Journal of Psychology, 2011)
    • Genetic algorithms for single machine scheduling problems: a trade-off between intensifications and diversification

      Sels, Veronique; Vanhoucke, Mario (2012)
      This article reviews the literature on attitudes toward change. This narrative review of 58 journal articles published between 1993 and 2007 indicates that there is a need for a more complete typology of attitudes toward change that also fully captures the core essence of this concept. By means of content analysis we first examined the conceptual overlap between the eight attitude-related constructs included in this review and the working definition of attitudes toward change. Second, the concept “attitudes toward change” was described along four major theoretical lenses: (a) nature of change, (b) level of change, (c) positive—negative view on change, and (d) research perspective. This conceptual review not only summarizes the current state of research but also offers a more complete typology of attitudes toward change, and highlights directions for possible future inquiry.
    • Geographical concentration of production in EU manufacturing

      Sleuwaegen, Leo; Veugelers, Reinhilde (2005)
    • German Cooperative Bank Berlin (B): Managing people, customers, and financial results

      Verweire, Kurt; De Grande, Jonathan; Letens, Geert; Slagmulder, Regine (2011)
      This is part of a case series. The GCB Berlin cases describe a strategic transformation process of a German bank. Over a period of 3 years, GCB Berlin has transformed into a customer-intimate financial institution. The management team of the company used Strategy Mapping, the Balanced Scorecard, and a new sales-and-service approach as transformation tools to get the entire organization more strategy-focused. The (A) case, 'Bringing German Cooperative Bank Berlin back on track: Can a rural bank thrive in the city?,' sets the scene and describes the challenges Arthur Berthold faced when he entered as a newly appointed director. The (A) case provides more information on the personal background of Arthur Berthold, and on his track record with previous employers. Furthermore, the case describes German Cooperative Bank (GCB) Berlin, a subsidiary of the German Cooperative Banking Group. After working some weeks in this new organization, Arthur detected fundamental financial and cultural problems. He decided to tackle the challenges by launching a Balanced Scorecard project, but was struggling how to do it. Should he opt for a top-down approach, or is a bottom-up approach more appropriate? The case, 'German Cooperative Bank Berlin (B): Managing people, customers, and financial results,' describes the start of the change process at GCB Berlin. The (B) case describes how Arthur Berthold transformed GCB Berlin from an undifferentiated and unprofitable bank into a real customer-oriented, profitable financial institution. The top management team launched two strategy maps, one for the Retail Division and one for the Corporate Division. The (B) case describes how the strategy maps were introduced and what were the effects on the management culture and the operations of the organization. The (B) case also describes a change in the sales-and-service culture within the Retail Division through the introduction of the Cohen Brown program.
    • German Cooperative Bank Berlin (C): Turning the bank into a performance-oriented organization

      Verweire, Kurt; De Grande, Jonathan; Letens, Geert; Slagmulder, Regine (2011)
      This is part of a case series. The GCB Berlin cases describe a strategic transformation process of a German bank. Over a period of 3 years, GCB Berlin has transformed into a customer-intimate financial institution. The management team of the company used Strategy Mapping, the Balanced Scorecard, and a new sales-and-service approach as transformation tools to get the entire organization more strategy-focused. The (A) case, 'Bringing German Cooperative Bank Berlin back on track: Can a rural bank thrive in the city?,' sets the scene and describes the challenges Arthur Berthold faced when he entered as a newly appointed director. The (A) case provides more information on the personal background of Arthur Berthold, and on his track record with previous employers. Furthermore, the case describes German Cooperative Bank (GCB) Berlin, a subsidiary of the German Cooperative Banking Group. After working some weeks in this new organization, Arthur detected fundamental financial and cultural problems. He decided to tackle the challenges by launching a Balanced Scorecard project, but was struggling how to do it. Should he opt for a top-down approach, or is a bottom-up approach more appropriate? The case, 'German Cooperative Bank Berlin (B): Managing people, customers, and financial results,' describes the start of the change process at GCB Berlin. The (B) case describes how Arthur Berthold transformed GCB Berlin from an undifferentiated and unprofitable bank into a real customer-oriented, profitable financial institution. The top management team launched two strategy maps, one for the Retail Division and one for the Corporate Division. The (B) case describes how the strategy maps were introduced and what were the effects on the management culture and the operations of the organization. The (B) case also describes a change in the sales-and-service culture within the Retail Division through the introduction of the Cohen Brown program.