• The issues that shape strategy

      Meeus, Leonardo (2020)
      Companies do not only compete in markets; they also compete on social and political issues. Depending on the business opportunities or threats they identify related to an issue, companies will behave as veterans that defend the status quo in an industry, as reformers that will work with the authorities to change the rules of the game, or as heroes that help solve an issue. In this article, we identify the typical elements of success for each of these three generic nonmarket strategies. We do this based on a framework that focuses on the framing of issues, the alliances that can be mobilized around an issue, and the arenas that can be used to make a move.
    • The issues that shape strategy

      Meeus, Leonardo (The European Business Review, 2021)
      Companies do not only compete in markets; they also compete on social and political issues. Depending on the business opportunities or threats they identify related to an issue, companies will behave as veterans that defend the status quo in an industry, as reformers that will work with the authorities to change the rules of the game, or as heroes that help solve an issue. In this article, we identify the typical elements of success for each of these three generic nonmarket strategies. We do this based on a framework that focuses on the framing of issues, the alliances that can be mobilized around an issue, and the arenas that can be used to make a move.
    • IT and SMEs: Literature overview

      Devos, Jan; Van Landeghem, Hendrik; Deschoolmeester, Dirk (2009)
    • IT enabled change: the TPI project at Philips

      De Graaf, Anouk; Vanhaverbeke, Wim (2001)
    • IT governance in SMEs: Trust or Control?

      Devos, Jan; Van Landeghem, Hendrik; Deschoolmeester, Dirk (2008)
    • It is time for justice: How time changes what weknow about justice judgments and justice effects

      Fortin, Marion; Conjuharenco, Irina; Patient, David; German, Hayley (Journal of Organizational Behavior, 2016)
      Organizational justice is an important determinant of workplace attitudes, decisions, and behaviors. However,understanding workplace fairness requires not only examining what happens but also when it happens, interms of justice events, perceptions, and reactions. We organize and discussfindings from 194 justice articleswith temporal aspects, selected from over a thousand empirical justice articles. By examining temporalaspects, ourfindings enrich and sometimes challenge the answers to three key questions in the organizationaljustice literature relating to (i) when individuals pay attention to fairness, including specific facets, (ii) howfairness judgments form and evolve, and (iii) how reactions to perceived (in)justice unfold. Our review iden-tifies promising avenues for empirical work and emphasizes the importance of developing temporal theoriesof justice.
    • IT kan je uitbesteden, alignment niet!

      Cumps, Bjorn; Viaene, Stijn; Dedene, Guido (+) (IT Professional, 2008)
    • IT strategy for growth at Fagron

      Viaene, Stijn; De Coninck, Ben (2020)
      The case takes us back to March 2010, when Fagron - a multinational pharmaceutical company focusing on speciality pharma - underwent a strategic transformation to turn the company into a worldwide, scalable organisation. In the case, we follow the newly-appointed Chief Information Officer, Rene Clavaux, who had been asked to lead the Information Management department. As a non-traditional, innovation-driven IT professional, Rene was put in charge of a department that had always been viewed as subordinate to the rest of the organisation. At the Executive Committee meeting of March 2010, he was expected to outline a clear IT strategy to support Fagron's growth, starting with a clear mission statement for the IM department.
    • IT support in collaborative modelling of business processes - a comparative experiment

      Rittgen, Peter (International Journal of Organisational Design and Engineering, 2010)
    • It's only temporary. Time frame and the dynamics of creative project teams

      Bakker, René M.; Boros, Smaranda; Kenis, Patrick; Oerlemans, Leon (British Journal of Management, 2013)
      The success of many knowledge‐intensive industries depends on creative projects that lie at the heart of their logic of production. The temporality of such projects, however, is an issue that is insufficiently understood. To address this, we study the perceived time frame of teams that work on creative projects and its effects on project dynamics. An experiment with 267 managers assigned to creative project teams with varying time frames demonstrates that, compared to creative project teams with a relatively longer time frame, project teams with a shorter time frame focus more on the immediate present, are less immersed in their task and utilize a more heuristic mode of information processing. Furthermore, we find that time frame moderates the negative effect of team conflict on team cohesion. These results are consistent with our theory that the temporary nature of creative projects shapes different time frames among project participants, and that it is this time frame that is an important predictor of task and team processes.
    • It's time to invest more in our health

      Van Dyck, Walter; Cardoen, Brecht; Neels, Leo (2014)
    • IT-Governance als ganzheitlicher Rahmen für die Steuerung der Unternehmens-IT

      Urbach, Nils; Buchwald, Arne; Gschwendtner, Michael (Wirtschaftsinformatik & Management, 2013)
      Das Themengebiet IT-Governance ist in den letzten Jahren insbesondere im Zusammenhang mit den Diskussionen über die Geschäftsorientierung der IT in den Blickpunkt geraten. Der Begriff IT-Governance wird von einer Vielzahl von Parteien reklamiert, die sich mit den unterschiedlichsten Aspekten von IT in Unternehmen befassen. Dazu gehören neben unternehmensinternen IT-Verantwortlichen beispielsweise Unternehmensberater, Auditoren und Hersteller von IT-Tools [1]. Die Auffassungen über die Ziele, Inhalte und Verantwortlichkeiten von IT-Governance erscheinen dabei in der Unternehmenspraxis jedoch ebenso uneinheitlich und vielschichtig wie in der einschlägigen Literatur.
    • IT-Outsourcing ist kein Selbstläufer

      Buchwald, Arne; Urbach, Nils; Würz, Tobias (Wirtschaftsinformatik & Management, 2014)
      Obwohl Unternehmen und IT-Dienstleister mit der Auslagerung von IT-Aufgaben mittlerweile jahrzehntelang Erfahrung gesammelt haben, ist die erfolgreiche Umsetzung von IT-Outsourcing-Vorhaben nach wie vor kein Selbstläufer. So ist in der Praxis auch 25 Jahre nach dem ersten größeren IT-Outsourcing weiterhin eine hohe Erfolgsvarianz zu beobachten.