• Journey toward business models for sustainability

      Roome (+), Nigel; Louche, Céline (Organization & Environment, 2016)
      Scholars increasingly recognise that business contributions to sustainable development are
    • Judging Factor Abundance

      Bowen, Harry; Sveikauskas, Leo (The Quarterly Journal of Economics, 1992)
      Recent theory casts doubt on the frequently used interindustry regression method of inferring a country's abundant factors. The empirical importance of these theoretical qualifications is examined by comparing regression-derived estimates of factor abundance with both revealed and actual factor abundances for 35 countries and 12 resources. The theoretical importance of trade imbalances for the reliability of the regression estimates is demonstrated, and a theoretically consistent trade imbalance correction is proposed and implemented. The results indicate that, despite valid theoretical concerns, the regression estimates are generally reliable indicators of revealed factor abundance. Therefore, the innumerable regression studies conducted over the past 30 years can be considered to provide reliable evidence concerning the validity of the factor abundance theory.
    • Judgmental forecast adjustments over different time horizons

      Van den Broeke, Maud; De Baets, Shari; Vereecke, Ann; Baecke, Philippe; Vanderheyden, Karlien (Omega: the international Journal of Management Science, 2019)
      Accurate demand forecasting is the cornerstone of a firm’s operations. The statistical system forecasts are often judgmentally adjusted by forecasters who believe their knowledge can improve the final forecasts. While empirical research on judgmental forecast adjustments has been increasing, an important aspect is under-studied: the impact of these adjustments over different time horizons. Collecting data from 8 business cases, retrieving over 307,200 forecast adjustments, this work assesses how the characteristics (e.g., size and direction) and accuracy of consecutive adjustments change over different time horizons. We find that closer to the sales point, the number of adjustments increases and adjustments become larger and more positive; and that adjustments, both close and distant from the sales point, can deteriorate the final forecast accuracy. We discuss how these insights impact operational activities, such as production planning.
    • Justifying Enterprise Architecture

      Cumps, Bjorn; Viaene, Stijn; Geebels, Maarten (2014)
    • K.U. Leuven R&D vandaag: aanpak en resultaten

      Debackere, Koenraad; Van Dun, P. (2002)
    • Kaffee kostuum: A dilemma in retail financials

      Boute, Robert; Van Mieghem, Jan (2020)
      John Dong, the founder and CEO of Kaffee Kostuum, was puzzled. He had executed his business plan down to the smallest detail. His company had realized tremendous growth in only five years, topping his target of €1 million1 in revenue by the end of this fiscal year. But somehow, his business was more cash-intensive than expected. The return on sales was less than 6%. Dong examined, once more, the options provided by a team of summer intern MBA students and wondered how to proceed.
    • Kaizen Costing

      Cooper, Robin; Slagmulder, Regine (2005)
    • Kan uw onderneming voordeel halen uit target costing?

      Slagmulder, Regine (Tijdschrift voor Bedrijfsadministratie, 1999)
    • Kapitaal voor KMO

      Crijns, Hans (2001)
    • Kaplan of Goldratt? Het grote gelijk

      Bruggeman, Werner; Waeytens, Dominique (Logistiek Management, 1993)
    • KBC Mobile Banking

      Cumps, Bjorn; Viaene, Stijn (Journal of Information Technology Teaching Cases, 2015)
      When KBC Bank introduced their mobile banking application in 2011 they delivered much more than a piece of software. Mobile banking was a way to focus on their customers and rebuild trust. Yet, this case is not so much about what they delivered but how they delivered it. Agile development brought along both challenges and opportunities for KBC. The case explores how agile compares to traditional ways of ICT development. Can banks, given the new digital challenges, really build their future ICT portfolios on agile development?
    • KBC's digital transformation: a cultural and people change (B)

      Verweire, Kurt; Viaene, Stijn; De Prins, Peter (2017)
      This is part of a case series. We follow Erik Luts, the responsible for Direct Channels at KBC Belgium. Together with Daniel Falque, CEO of KBC Belgium, and Johan Lema, Senior General Manager Customer Support Retail & Businesses, he has been working to get KBC ready for the digital age. They are leading an organisation-wide transformation to an omni-channel and customer-centric bank and insurance group, relying on new approaches to digitisation. Although the company has made significant progress with the execution of its strategy, there are still significant hurdles to be taken. One of the major hurdles is gaining acceptance of the strategy in the branches, still the main channel of the bank in Belgium.
    • KBC's digital transformation: a strategic response

      Verweire, Kurt; Viaene, Stijn; De Prins, Peter (2017)
    • KBC's digital transformation: a strategic response (A)

      Verweire, Kurt; Viaene, Stijn; De Prins, Peter (2017)
      This is part of a case series. We follow Erik Luts, the responsible for Direct Channels at KBC Belgium. Together with Daniel Falque, CEO of KBC Belgium, and Johan Lema, Senior General Manager Customer Support Retail & Businesses, he has been working to get KBC ready for the digital age. They are leading an organisation-wide transformation to an omni-channel and customer-centric bank and insurance group, relying on new approaches to digitisation. Although the company has made significant progress with the execution of its strategy, there are still significant hurdles to be taken. One of the major hurdles is gaining acceptance of the strategy in the branches, still the main channel of the bank in Belgium.
    • KDD toward maturity: issues and challenges

      Viaene, Stijn; Dedene, Guido (+) (2003)