• Open innovation in SMEs: Trends, motives and management challenges

      Van de Vrande, Vareska J.A.; De Jong, Jeroen; Vanhaverbeke, Wim; De Rochemont, Maurice (Technovation, 2009)
    • Open innovation: researching a new paradigm

      Chesbrough, Henry; Vanhaverbeke, Wim; West, J. (2006)
    • Opening the black box of efficiency measurement: input allocation in multi-output settings

      Cherchye, Laurens; De Rock, Bram; Dierynck, Bart; Roodhooft, Filip; Sabbe, Jeroen (2011)
    • Opening the black box of efficiency measurement: input allocation in multi-output settings

      Cherchye, Laurens; De Rock, Bram; Dierynck, Bart; Roodhooft, Filip (Operations Research, 2013)
      We develop a new Data Envelopment Analysis (DEA)-based methodology for measuring the efficiency of Decision Making Units (DMUs) characterized by multiple inputs and multiple outputs. The distinguishing feature of our method is that it explicitly includes information about output-specific inputs and joint inputs in the efficiency evaluation. This contributes to opening the “black box” of efficiency measurement in two different ways. First, including information on the input allocation substantially increases the discriminatory power of the efficiency measurement. Second, it allows us to decompose the efficiency value of a DMU into output-specific efficiency values which facilitates the identification of the outputs the manager should focus on to remedy the observed inefficiency. We demonstrate the usefulness and managerial implications of our methodology by means of a unique data set collected from the Activity Based Costing (ABC) system of a large service company with 290 DMUs.
    • Opening the channels of communication

      Louche, Céline (European Business Forum, 2004)
    • Opening the gates: A framework for an open banking strategy

      Standaert, Willem; Muylle, Steve; Cumps, Bjorn (Journal of Digital Banking, 2020)
      This paper provides decision makers in digital banking with a framework for developing their open banking strategies. Based on interviews with experts from leading banks and insurers, FinTech and big tech, a large consultancy and the regulator, we have identified five strategic dimensions of open banking — product innovation, customer experience integration, ecosystem competition, datascape and geographical scope — and mapped the relationships between them. Decision makers in financial services can assess their position on these important dimensions of open banking and set their strategic direction. Using the framework, we also illustrate how hitherto relatively closed banks with a dominant market position are starting to transform into open ecosystem players that embrace digital innovation. Likewise, we show how open banking initiatives of big tech and FinTech can be mapped on the framework. In addition, the paper reviews how regulation, market and digital technology impact open banking strategy.
    • Openness to organizational change: the contribution of content, context, and process

      Devos, Geert; Buelens, Marc (2003)
      The present study examined the contribution to employees' openness to change of the content, context, and process of organizational transformation. The threatening character of organizational change (content variable), trust in executive management, trust in the supervisor, history of change (context variables), and participation in the change effort (process variable) were predicted to have a positive effect on openness to change. Hypotheses were tested in two separate studies (N = 828 and N = 835) using experimental vignettes. A first study crossed four variables in a fully crossed 2 × 2 × 2 × 2 design. Results showed significant main effects and no interaction effects for content, context, and process. A second study, with a fully crossed 2 × 2 design crossed two context variables, history of change and trust in top management. Results showed significant main and significant interaction effects. It was only when history of change and trust in executive management were low that openness to change dramatically decreased.
    • Operating room planning and scheduling

      Demeulemeester, Erik; Beliën, Jeroen; Cardoen, Brecht; Samudra, Michael (2013)
    • Operating room planning and scheduling problems: a classification scheme

      Cardoen, Brecht; Demeulemeester, Erik; Beliën, Jeroen (International Journal of Health Management and Information, 2010)
    • Operating room planning and scheduling: A literature review

      Cardoen, Brecht; Demeulemeester, Erik; Beliën, Jeroen (European Journal of Operational Research, 2010)
    • Operating room planning and scheduling: Solving a surgical case sequencing problem

      Cardoen, Brecht (4OR - A quarterly Journal of Operations Research, 2010)
    • Operating room planning and scheduling: Solving a surgical case sequencing problem

      Cardoen, Brecht (2009)
      In dit proefschrift bestuderen we planningsproblemen die zich manifesteren in het operatiekwartier van ziekenhuizen. Planning doelt niet alleen op de afstemming van vraag en aanbod, maar duidt ook op het opstellen van een gedetailleerd tijdschema dat aangeeft wanneer activiteiten, in dit geval operaties, zouden moeten starten en wanneer ze zouden moeten worden beëindigd. Aangezien de gevolgen van deze beslissingen voelbaar zijn doorheen het volledige ziekenhuis, lijkt het aangewezen dit beslissingsproces te optimaliseren en enkele technieken uit het domein van het operationeel onderzoek toe te passen en uit te werken. We kunnen de tekst van het proefschrift als volgt opdelen. In Hoofdstuk 1 wordt het belang van de gezondheidszorg in onze hedendaagse maatschappij onderstreept en tonen we aan hoe ziekenhuizen, en in het bijzonder hun operatiekwartier, een vooraanstaande rol spelen in het toedienen van de zorg. Het toenemende belang van dagchirurgie leidt ons ertoe om voornamelijk vanuit dit perspectief de planningsproblemen in het operatiekwartier te benaderen. Hoofdstuk 2 bestudeert op een gedetailleerde en gestructureerde wijze de recente wetenschappelijke literatuur die verschenen is over operatieplanning (verschenen na 2000). Eén van de conclusies die volgen uit dit literatuuronderzoek is het gebrek aan een consistent classifcatieschema om operatieplanningsproblemen te omschrijven. Dit resulteert in ondermeer een ambigu gebruik van terminologie en onduidelijke probleemformuleringen. Daarom wordt in Hoofdstuk 3 een classificatieschema voorgesteld, gebaseerd op de structuur van het literatuuroverzicht van Hoofdstuk 2, met als doel de probleemformuleringen van toekomstig onderzoek binnen dit domein te verduidelijken. In Hoofdstuk 4 bestuderen we de huidige operatieplanningspraktijken van de ziekenhuizen in Vlaanderen (België) en vatten we de antwoorden van 52 respondenten samen die de elektronische vragenlijst hebben ingevuld.
    • Operating theatre modelling: integrating social measures

      Van Huele, Christophe; Vanhoucke, Mario (Journal of Simulation, 2015)
      Hospital resource modelling literature is primarily focussed on productivity and efficiency measures. In this paper, our focus is on the alignment of the most valuable revenue factor, the operating room (OR) with the most valuable cost factor, the staff. When aligning these economic and social decisions, respectively, into one sustainable model, simulation results justify the integration of these factors. This research shows that integrating staff decisions and OR decisions results in better solutions for both entities. A discrete event simulation approach is used as a performance test to evaluate an integrated and an iterative model. Experimental analysis show how our integrated approach can benefit the alignment of the planning of the human resources as well as the planning of the capacity of the OR based on both economic related metrics (lead time, overtime, number of patients rejected) and social related metrics (personnel preferences, aversions, roster quality).
    • Operational Excellence: What does it mean? What does it take?

      Verweire, Kurt; De Grande, Jonathan; Greef, Ghita (2011)
      The severity of bias in respondents’ self-reports due to acquiescence response style (ARS) and extreme response style (ERS) depends strongly on how consistent these response styles are over the course of a questionnaire. In the literature, different alternative hypotheses on response style (in)consistency circulate. Therefore, nine alternative models are derived and fitted to secondary and primary data. It is found that response styles are best modeled as a tau-equivalent factor complemented with a time-invariant autoregressive effect. This means that ARS and ERS are largely but not completely consistent over the course of a questionnaire, a finding that has important implications for response style measurement and correction.
    • Operational risk and reputation in financial institutions: Does media tone make a difference?

      Barakat, Ahmed; Ashby, Simon; Fenn, Paul; Bryce, Cormac (Journal of Banking & Finance, 2019)
      Operational risk announcements are unexpected adverse media news that potentially harm the reputation of financial institutions. This paper examines the equity-based and debt-based reputational effects of financial sentiment tones in operational risk announcements and shows how such reputational effects are moderated by alternative sources of public information. Our analysis reveals that the net negative tone and litigious tone have adverse reputational effects, and the uncertainty tone mitigates the adverse reputational impact. Additionally, alternative, simultaneous sources of information neutralize the reputational effects of textual tones. First, third-party information about the event (i.e. regulatory announcements and final settlements) dissolves the favorable (adverse) reputational impact of the uncertainty tone (litigious tone). Second, loss amount disclosure and firm recognition substitute the reputational effects of the net negative tone and uncertainty tone only in Anglo-Saxon countries and market-based economies. Overall, our findings indicate that the reputational effects of the media materialize most when there is lack of certain, quantifiable and regulated public information about the operational risk event.