• Maak informele netwerken strijdvaardiger

      Davidson, Tina (HR Magazine, 2010)
    • Maatschappelijk verantwoord ondernemen in Vlaanderen: mainstream?

      De Stobbeleir, Katleen; De Vos, Ans; Buyens, Dirk (Over.Werk, 2006)
    • Making sense of a new employment relationship: psychological contract-related information seeking and the role of work values and locus of control

      De Vos, Ans; Buyens, Dirk; Schalk, M.J.D. (René) (International Journal of Selection and Assessment, 2005)
    • Manage je energie, niet je tijd

      van Dijk, Hans (HR Magazine, 2008)
    • Manage jezelf: overwin burn-out

      Vandenbroucke, Astrid (HR Magazine, 2016)
    • Managed care: The Belgian dream?

      Baeten, Xavier (De Verzekeringswereld, 1998)
    • Management Adviesbureaus en 1992, Glazen bol wordt winstgevende bedrijfstak

      Ooghe, Hubert; Manigart, Sophie; Bruyneel, W. (Intermediair, 1990)
    • Management control design in long-term buyer-supplier relationships: Unpacking the learning process

      Stouthuysen, Kristof; Van den Abbeele, Alexandra; Van der Meer-Kooistra, Jeltje; Roodhooft, Filip (Management Accounting Research, 2019)
      Management control (MC) design is crucial to the success of buyer-supplier relationships, yet we know little about how a buying company designs the management controls (MCs) of such relationships over time. In this paper, we use data collected in a six-year field study on the design of the MCs of a new facilities management (FM) outsourcing relationship. We find that boundary spanners learn to control in multiple ways, including trial and error, advice from third parties, experimentation, cross-level learning (i.e., corporate boundary spanners learning from operating boundary spanners), and advice from the partner. Moreover, the role of boundary spanners influences their focus of learning attention, with corporate boundary spanners focusing more on strategic aspects of the relationship (such as reducing appropriation concerns), and operating boundary spanners focusing more on FM activities and the coordination problems related to these activities. The lessons learned by both types of boundary spanners lead to the design of different types of control.
    • Management control for stimulating different types of creativity: the role of budgets

      Cools, Martine; Stouthuysen, Kristof; Van den Abbeele, Alexandra (Journal of Management Accounting Research, 2017)
      In this paper, we examine the role of budgets as a central instrument within the management control system (MCS) in a creative context. In particular we investigate whether creative firms characterized by different kinds of creativity use their budgets in a similar way. We hereby distinguish between expected creativity (for open, self-discovered problems) and responsive creativity (for closed, presented problems) (Unsworth 2001) and investigate the interactive versus diagnostic use of budgets (Simons 1990, 1991, 1995). Based on a comparative study involving four creative firms, we find that creative firms being mainly characterized by expected creativity use their budgets in a more interactive way. In creative firms in which responsive creativity is most important, the budgets are used in a rather diagnostic way. This study contributes to the management control literature by acknowledging that a diagnostic use of budgets does not per se stifle creativity. Instead, it is important to understand that the specific creative context might have implications for the way in which MCS instruments are used to sustain the creative process.
    • Management responses to social activism in an era of corporate responsibility: a case study

      van Cranenburgh, Katinka C.; Liket, K.; Roome (+), Nigel (Journal of Business Ethics, 2013)
      Intergroup relations at work become more complex with the cultural diversification of societies. A diverse workforce can be at the same time a competitive advantage and a source of internal organizational conflicts. Therefore, it is important to know the conditions that link intergroup contact to the emergence of an inclusive organizational culture. This case study proposes a model of intergroup contact that focuses on individual factors amenable to change. Therefore, we propose that ethnocultural empathy is the mediator that explains how contact leads to increased positive diversity-related attitudes and reduced negative diversity-related attitudes. Our case study focuses on the middle and higher management (147 respondents) of a Dutch organization which faces a problem with the promotion of ethnic minority employees. The data shows that ethnocultural empathy is a mediator in the relation between intergroup contact and positive attitudes towards diversity, but not negative ones. Hence, our findings suggest that while empathy can trigger more
    • Management van gezondheidszorg in tijden van verandering

      Van den Broeck, Herman (Big Jim. The Healthcare Professionals Magazine, 2006)
    • Managementaccounting in Vlaanderen: onderzoek naar de implementatie van managementaccountingtechnieken bij Vlaamse ondernemingen

      Dierynck, Bart; Masschelein, Stijn; Pernot, Eli; Roodhooft, Filip; Van den Abbeele, Alexandra (Accountancy en Bedrijfskunde Maandschrift, 2007)
    • Managers moeten het werk eerlijk toewijzen, willen vrouwen en minderheden doorgroeien

      Van Steerthem, Angie (HR Magazine, 2018)
      Organisaties proberen al decennialang diversiteit op de werkplek te verbeteren - met weinig succes. De meest gebruikelijke technieken, zoals eenmalige sensibiliseringstrainingen, hebben niet gewerkt. Het aantal vrouwen en personen met een migratieachtergrond in leiderschapsrollen blijft laag in diverse sectoren.
    • Managers zijn blind

      Van den Broeck, Herman; Mestdagh, Steven (Com.petence, 2003)
    • Managing engagement behaviors in a network of customers and stakeholders: Evidence from the nursing home sector

      Verleye, Katrien; Gemmel, Paul; Rangarajan, Deva (Journal of Service Research, 2014)
      Firms striving for long-term profitability need to build stronger customer-firm relationships by getting their customers more engaged with the firm. One path to this end is introducing practices to manage different forms of customer engagement behaviors (CEBs). To develop more effective and efficient CEB management practices, this research proposes and empirically tests a theoretical model on managerial and psychological processes to encourage CEBs that are embedded in a broader network of customers and stakeholders. Based on qualitative and quantitative studies in nursing homes, we demonstrate that organizational support and overall service quality toward significant others influence some forms of CEBs—more particularly feedback and positive word of mouth (WOM) behaviors—through customer affect toward the organization. It is interesting to note that customer affect toward the organization encourages WOM behaviors, while it discourages feedback behaviors. Conversely, managerial processes that increase customer role readiness—such as organizational socialization and support from other customers—were found to have a positive impact on all forms of CEBs. This research helps managers of nursing homes and other services with a broad network of customers and stakeholders to improve existing CEB management practices and develop new CEB management practices that are beneficial for the firm and its stakeholders.
    • Managing for better business IT-alignment

      Cumps, Bjorn; Viaene, Stijn; Dedene, Guido (+) (IT Professional, 2006)
    • Managing open innovation projects with science-based and market-based partners

      Du, Jingshu; Leten, Bart; Vanhaverbeke, Wim (Research Policy, 2014)
      This paper examines the relationship between (outside-in) open innovation and the financial performance of R&D projects, drawing on a unique dataset that contains information on the open innovation practices, management and performance of 489 R&D projects of a large European multinational firm. We introduce two types of open innovation partnerships – science-based and market-based partnerships – and examine their relationships with project financial performance. In addition, we investigate whether the open innovation—project performance relationships are influenced by the way how R&D projects are managed. Our results show that R&D projects with open innovation partnerships are associated with a better financial performance providing that they are managed in the most suitable way. Market-based partnerships are positively correlated with project performance if a formal project management process is used; however these partnerships are associated with a lower performance for loosely managed projects. In contrast, science-based partnerships are associated with higher project revenues for loosely managed projects only.