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    AuthorClarysse, Bart (2)Van Dierdonck, Roland (2)Vandevelde, Anneke (2)Belderbos, Rene (1)Colen, Relinde (1)Combes, C. (1)De Hertogh, Steven (1)Kelchtermans, Stijn (1)Leten, Bart (1)Viaene, Stijn (1)Subject
    Innovation Management (4)
    Operations & Supply Chain Management (4)
    Innovation (1)Manufacturing (1)View MoreDate Issued2010 - 2013 (2)2002 - 2009 (2)Knowledge Domain/IndustryInnovation Management (4)Operations & Supply Chain Management (4)Publication TypeWorking paper (2)Conference Presentation (1)

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    Reaching for the stars: Conditions for successful research collaboration between pharmaceutical firms and academic star scientists

    Leten, Bart; Belderbos, Rene; Kelchtermans, Stijn; Colen, Relinde (2013)
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    Post-digital innovation in financial services: what is really happening at retail banks and insurers in Belgium?

    De Hertogh, Steven; Viaene, Stijn; Combes, C. (Vlerick Centre for Financial Services (CFSI), 2013)
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    The role of physical prototyping in the product development process

    Vandevelde, Anneke; Van Dierdonck, Roland; Clarysse, Bart (Vlerick Business School, 2002)
    The aim of this paper was to achieve a better understanding of the specific role of physical prototyping in the product development process. Data from a survey of 25 companies revealed that the direct effect of prototyping on multidimensional project performance is limited. However, physical prototyping appears to affect process and product concept characteristics. More particularly, it improves interdisciplinary communication, supports a concurrent, time-oriented approach and collaboration in balanced teams. It enhances the project leader's championing, and increases the support of senior management and product quality. Finally, physical prototyping indirectly affects project performance via these modified characteristics.
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    Managing the design-manufacturing interface

    Vandevelde, Anneke; Van Dierdonck, Roland; Clarysse, Bart (Vlerick Business School, 2002)
    This article describes the major barriers across the design-manufacturing interface and examines ways to overcome them to achieve a smooth production start-up. An integration model reveals that formalization facilitates a smooth production start-up. Independent of the degree of formalization during the early development stages, a formal approach is preferred when the new product is introduced into production. Another facilitating factor is the empathy from design towards manufacturing, which can be stimulated by managerial actions. Although the complexity and newness of product and technology hinder a smooth production start-up, their effect seems to vanish by introducing formalization and by striving for a design team that has empathy towards manufacturing.
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