• Trends in mergers and acquisitions

      Sleuwaegen, Leo; Valentini, Giovanni (2006)
    • Trends in Performance Management

      Defever, Emmy; Dewettinck, Koen (2016)
    • Trends in retail

      Van Ossel, Gino (2008)
    • Tri-Vizor uses an efficient algorithm to identify collaborative shipping opportunities

      Creemers, Stefan; Woumans, Gert; Boute, Robert; Beliën, Jeroen (Interfaces, 2017)
      Collaborative shipping programs, whereby companies bundle their transport loads, are a growing trend in logistics. By bundling shipments with other partners, available space in truck hauls for one company can be used to transport shipments for other companies. The benefits are reduced logistics costs and a lower carbon footprint. Although the advantages of collaborative shipping are clear, finding suitable collaboration partners is a major impediment. In this article we present a tool that enables the quick identification of potential partners based on their geographical compatibility, even when the database of shipment lanes is very large. The tool allows the detection of bundling, back-hauling, and round-trip opportunities, as well as “collect-and-or-drop” opportunities in which shipments are collected and (or) dropped off en route. Tri-Vizor, a facilitator and orchestrator of horizontal logistics partnerships, is currently using this tool. Any company that is looking for collaborative shipping partners would also find it valuable. For Tri-Vizor, whose database has grown to over 130,000 shipment lanes, this tool has become an indispensable asset in detecting collaborative shipping opportunities.
    • Triggers and Patterns of Integration Initiatives in Successful Buyer-Supplier Relationships

      Vanpoucke, Evelyne; Boyer, K.; Vereecke, Ann (Journal of Operations Management, 2014)
      While previous studies have focused on the benefits, risks and outcomes of buy–sell relationships, little is known about the dynamics of these relationships. Our study takes an initial step in this direction by examining how firms develop successful relationships. We review the literature and analyze multiple buyer–supplier relationships to explore developments over time, identify triggers for change, and identify effective management practices for long-term inter-organizational relationships. We employ retrospective data to compare six long-standing buyer–supplier relationships. Our data suggest a recurring pattern of integration initiatives in the evolution towards a successful buy–sell relationship. Specifically, our field data indicate that this pattern starts with initiatives for logistics responsiveness, followed by knowledge exchange initiatives and finally initiatives to increase the use of common resources. Each of these initiatives are triggered by specific opportunities and are emergent in nature. By examining the triggers in the development and maintenance of buy–sell relationships, our study adds to the integration of existing life-cycle frameworks, which increases our understanding of a life-cycle theory for inter-organizational relationships.
    • Trouble on the shop floor

      Jordaan, Barney; Cillié, Gawie (2020)
      This case emanates from an MBA technical report submitted to the University of Stellenbosch Business School. The case is based on actual events that transpired at a company in the fruit industry in South Africa in 2015, which involved a breakdown in wage negotiations between the company and a trade union that resulted in violent industrial action that caused major damage to company property and to what had been a fairly good working relationship between the company and the union. The case is suitable for general use in other countries with a tradition of collective bargaining and where freedom of association and the right to strike exists. The case is suitable for students at honours or masters level in conflict studies, dispute resolution, employment relations, human resource management and negotiation. A violent strike erupted after failed wage negotiations. It laid bare deep divisions between African and non-African employees and between permanent employees and those appointed as temporary employees only. It also revealed the mindsets of people on both sides of the conflict, as well as several errors made by management in the manner in which they viewed the role of the union and failed to build strong relations with employees on the shop floor. Students will be able to: - Critique the approach to collective bargaining of both the company and the union in the case and suggest alternative approaches. - Identify the steps the company could take to both deal with the aftermath of the strike and develop preventive measures for the future. - Advise the company on a series of questions it needs advice on. The case is supported with a teaching note, discussion questions and suggested responses to those as well as verbatim transcripts from interviews conducted with managers and others for purposes of a research project after the strike had ended. The case contains important lessons about the complexities of managing employment relations in complex environments.
    • Trust between angel investors and entrepreneurs.

      Bammens, Yannick; Collewaert, Veroniek (2011)
    • Trust between entrepreneurs and angel investors: exploring positive and negative implications for venture performance assessments

      Bammens, Yannick; Collewaert, Veroniek (Journal of Management, 2014)
      The study of trust-related outcomes has had a long tradition in the organizational literature. However, few have considered potential darker sides of trust or have explored its effects in the setting of entrepreneurial ventures. This study does so by examining how perceptions of entrepreneurs and angel investors concerning the degree of trust in their relationship impact the latter’s assessments of venture performance. Hypotheses are tested using survey data from the lead entrepreneur and angel investor of 54 ventures. Results indicate that angel investors evaluate portfolio company performance more positively when they perceive high trust, whereas entrepreneurs’ trust perceptions are negatively associated with angel investors’ assessments of venture performance. Further, these effects are partially mediated by the quality of information exchanges between both parties. Together, these findings point to the benefits as well as threats that come with the presence of strong trust in entrepreneur–angel investor relationships.
    • Trust transfer and partner selection in interfirm relationships

      Reusen, Evelien; Stouthuysen, Kristof (Accounting, Organizations and Society, 2020)
      Despite third parties being important conduits of trust, little is known about the mechanisms and conditions relevant to their influence on trust formation and partner selection in interfirm relationships. In this study, we experimentally examine how varying levels of third-party information shape the trust that buyer managers have in a potential supplier firm, and how this trust affects subsequent selection decisions. In addition, we investigate when this information is most influential, by accounting for the moderating impact of the focal firm’s own prior experience. As expected, both neutral and favorable third-party information are able to elicit trust, yet with different effects on competence and goodwill trusting beliefs. These trusting beliefs, in turn, are positively associated with the likelihood of the supplier to be selected. Notably, we find third-party effects over and above the effects resulting from own prior experience. Overall, by investigating differences with regard to the origin and content of information and the specific type of trust, this study advances a more nuanced understanding of the partner selection process.
    • Turbulente periode voor innovatiemanagement…

      Vanhaverbeke, Wim (Argument, 1999)
    • Twintig lessen over het bedrijfsopleidingsbeleid in Vlaanderen

      Sels, Luc; Bollens, Joost; Buyens, Dirk (2000)
    • Two centuries of innovations and stock market bubbles

      Sorescu, Alina; Sorescu, Sorin; Armstrong, Will; Devoldere, Bart (Marketing Science, 2018)
      Radical and disruptive innovations are widely discussed in academia and managerial practice. Among those innovations, perhaps the most significant are epochal innovations, defined by economist Simon Kuznets to be “major breakthroughs in the advance of human knowledge, and dominant sources of sustained growth over long periods of time.” By definition, epochal innovation leads to significant economic growth and to a fundamental change of the techno-economic paradigm.
    • Two roads to effectiveness: CEO feedback seeking, vision articulation, and firm performance

      Ashford, Susan; Wellman, Ned; de Luque, Mary Sully; De Stobbeleir, Katleen; Wollan, Melody (Journal of Organizational Behavior, 2018)
      Humble leadership is attracting increased scholarly attention, but little is known about its effects when used in conjunction with less humble leadership behaviors that rely on a perception of the leader as confident and charismatic. This study contrasts the effects on top management team (TMT) potency and organizational performance of a more humble (feedback seeking) and a less humble (vision) CEO leader behavior. We hypothesize that CEO feedback seeking increases TMT potency and firm performance by communicating to TMT members that the organization values their input and encouraging their own feedback seeking, whereas CEO vision articulation influences these outcomes by fostering greater clarity about the firm's direction, and an enhanced ability to coordinate efforts within the TMT. CEOs who have not developed a vision can achieve a similar positive impact on TMT potency and firm performance by seeking feedback. In a sample of CEOs and TMT members from 65 firms, both CEO feedback seeking and vision articulation exhibit positive direct relationships with firm performance. However, only feedback seeking displays an indirect effect on performance via TMT potency. Finally, CEO feedback seeking has its strongest effects on firm performance and TMT potency for CEOs who are not seen as having a vision.
    • Typologie van bedrijfsoverdrachten

      Claeys, Tine; Manigart, Sophie (2007)