• IP Models to orchestrate innovation ecosystems: IMEC, a public research institute in nano-electronics

      Leten, Bart; Vanhaverbeke, Wim; Roijakkers, Nadine; Clerix, André; Van Helleputte, J. (California Management Review, 2013)
      Companies increasingly organize innovation activities within innovation ecosystems. This study illustrates the central role of the IP-model that an orchestrator develops for the innovation ecosystem partners. The governance of IP is instrumental for the success of innovation ecosystems as it determines the value appropriation potential for the ecosystem partners and positively influences the success of innovation ecosystems. The insights are based on a case study of IMEC, a public research institute in nano-electronics. IMEC has an IP-based orchestration model for innovation ecosystems through multi-party research collaborations between public and private firms. (Keywords: Innovation Management, Intellectual Property, Innovation Networks, Innovation Ecosystems, Open Innovation)
    • Is advertising for losers? An empirical study from a value creation and value capturing perspective

      Tackx, Koen; Rothenberger, Sandra; Verdin, Paul (European Management Journal, 2017)
      Does advertising lead to higher profits? This question has preoccupied company executives and academic researchers for many decades. Arguments have been put forth in both directions, and evidence is mixed at best. In this article, we re-examine the question from a value creation and value capturing perspective, which allows us to re-interpret and reconcile the different views and empirically validate the resulting hypotheses. Using a database of the top 500 brands of established companies during the 2008-2015 period, we find that advertising spending has no significant impact on profitability, while both brand value and research and development (R&D) spending have a clearly positive effect. In addition, we observe a positive interaction effect between advertising spending and R&D spending and a negative interaction between brand value and R&D spending on profitability. These findings corroborate the view that advertising in and of itself does not improve profitability, rather, its effect is positive only when it acts in support of customer value creation as a result of R&D.
    • Is coaching een hype?

      De Stobbeleir, Katleen (HRWorld, 2010)
    • Is de CFO de Lucky Luke van de besluitvorming?

      Heyvaert, Carl-Erik; Decorte, Thomas; Stouthuysen, Kristof (FD Magazine, 2020)
      Data is vluchtig en bedrijven moeten sneller actie ondernemen om optimaal in te spelen op ontwikkelingen terwijl ze zich voordoen. De cfo kan de organisatie helpen sneller te handelen dan zijn schaduw.
    • Is Gender Stereotyping More Prevalent in Masculine Countries? A Cross-National Analysis

      Odekerken-Schröder, Gaby; De Wulf, Kristof; Hofstee, Natascha (International Marketing Review, 2002)
      The objective of this study is to test whether gender stereotyping in printed advertising is more prevalent in masculine as opposed to feminine countries. This is considered important, as advertising is generally more influential than literature in spreading stereotypical ideas, given its high accessibility. Moreover, the way in which sexes are portrayed in advertising affects people's perceptions of gender roles in real life. Using content analysis, we collected empirical data on gender stereotyping of women depicted in 946 printed advertisements from two European countries widely differing in their level of masculinity - the UK and the Netherlands. The results indicate that a country's masculinity index is hardly related to the use of gender stereotyping in printed advertising, potentially implying that other factors underlie the use of gender stereotyping.
    • Is it here where I belong? An integrative model of turnover intentions

      Boros, Smaranda; Curseu, Petru L . (Journal of Applied Social Psychology, 2013)
      We test a mediated moderation model in which the influence of organizational prestige and permeability on turnover intentions is mediated by organizational commitment and identification. We test this model in a 2 × 2 design in four Romanian organizations. Results support a partial mediation of identification between the considered organizational antecedents, and their interaction upon affective and continuance commitment, and a full mediation of commitment between identification and turnover intentions. Permeability moderates the impact of prestige upon identification and commitment. Finally, we draw conclusions about the mind‐sets behind identification, affective, and continuance commitment, and propose implications for future research and practitioners.
    • Is venture capital socially responsible? Exploring the imprinting effect of VC funding on CSR practices

      Alakent, Ekin; Goktan, Sinan M.; Khoury, Theodore Andrew (Journal of Business Venturing, 2020)
      We study how corporate social responsibility (CSR) is guided by ownership history, specifically whether a company receives venture capital (VC) funding or not. We argue that companies that receive VC funding are less likely to adopt CSR practices due to unique VC imprinting and that temporal and investment orientation moderate this relationship. We find that VC-backed companies have poorer CSR records, which do improve over time, but at a comparatively slower rate than non-VC-backed companies. However, when VC-backed companies receive funding from VC firms that have a responsible investment orientation and a broader stakeholder view, their CSR records are significantly better. This study contributes to our understanding of imprinting boundaries and related repercussions in stakeholder management strategies.
    • The issues that shape strategy

      Meeus, Leonardo (The European Business Review, 2021)
      Companies do not only compete in markets; they also compete on social and political issues. Depending on the business opportunities or threats they identify related to an issue, companies will behave as veterans that defend the status quo in an industry, as reformers that will work with the authorities to change the rules of the game, or as heroes that help solve an issue. In this article, we identify the typical elements of success for each of these three generic nonmarket strategies. We do this based on a framework that focuses on the framing of issues, the alliances that can be mobilized around an issue, and the arenas that can be used to make a move.
    • It is time for justice: How time changes what weknow about justice judgments and justice effects

      Fortin, Marion; Conjuharenco, Irina; Patient, David; German, Hayley (Journal of Organizational Behavior, 2016)
      Organizational justice is an important determinant of workplace attitudes, decisions, and behaviors. However,understanding workplace fairness requires not only examining what happens but also when it happens, interms of justice events, perceptions, and reactions. We organize and discussfindings from 194 justice articleswith temporal aspects, selected from over a thousand empirical justice articles. By examining temporalaspects, ourfindings enrich and sometimes challenge the answers to three key questions in the organizationaljustice literature relating to (i) when individuals pay attention to fairness, including specific facets, (ii) howfairness judgments form and evolve, and (iii) how reactions to perceived (in)justice unfold. Our review iden-tifies promising avenues for empirical work and emphasizes the importance of developing temporal theoriesof justice.
    • IT kan je uitbesteden, alignment niet!

      Cumps, Bjorn; Viaene, Stijn; Dedene, Guido (+) (IT Professional, 2008)
    • IT support in collaborative modelling of business processes - a comparative experiment

      Rittgen, Peter (International Journal of Organisational Design and Engineering, 2010)
    • It's only temporary. Time frame and the dynamics of creative project teams

      Bakker, René M.; Boros, Smaranda; Kenis, Patrick; Oerlemans, Leon (British Journal of Management, 2013)
      The success of many knowledge‐intensive industries depends on creative projects that lie at the heart of their logic of production. The temporality of such projects, however, is an issue that is insufficiently understood. To address this, we study the perceived time frame of teams that work on creative projects and its effects on project dynamics. An experiment with 267 managers assigned to creative project teams with varying time frames demonstrates that, compared to creative project teams with a relatively longer time frame, project teams with a shorter time frame focus more on the immediate present, are less immersed in their task and utilize a more heuristic mode of information processing. Furthermore, we find that time frame moderates the negative effect of team conflict on team cohesion. These results are consistent with our theory that the temporary nature of creative projects shapes different time frames among project participants, and that it is this time frame that is an important predictor of task and team processes.
    • IT-Governance als ganzheitlicher Rahmen für die Steuerung der Unternehmens-IT

      Urbach, Nils; Buchwald, Arne; Gschwendtner, Michael (Wirtschaftsinformatik & Management, 2013)
      Das Themengebiet IT-Governance ist in den letzten Jahren insbesondere im Zusammenhang mit den Diskussionen über die Geschäftsorientierung der IT in den Blickpunkt geraten. Der Begriff IT-Governance wird von einer Vielzahl von Parteien reklamiert, die sich mit den unterschiedlichsten Aspekten von IT in Unternehmen befassen. Dazu gehören neben unternehmensinternen IT-Verantwortlichen beispielsweise Unternehmensberater, Auditoren und Hersteller von IT-Tools [1]. Die Auffassungen über die Ziele, Inhalte und Verantwortlichkeiten von IT-Governance erscheinen dabei in der Unternehmenspraxis jedoch ebenso uneinheitlich und vielschichtig wie in der einschlägigen Literatur.
    • IT-Outsourcing ist kein Selbstläufer

      Buchwald, Arne; Urbach, Nils; Würz, Tobias (Wirtschaftsinformatik & Management, 2014)
      Obwohl Unternehmen und IT-Dienstleister mit der Auslagerung von IT-Aufgaben mittlerweile jahrzehntelang Erfahrung gesammelt haben, ist die erfolgreiche Umsetzung von IT-Outsourcing-Vorhaben nach wie vor kein Selbstläufer. So ist in der Praxis auch 25 Jahre nach dem ersten größeren IT-Outsourcing weiterhin eine hohe Erfolgsvarianz zu beobachten.
    • It’s the end of the competition: When social comparison Is not always motivating for goal achievement

      Chan, Elaine; Briers, Barbara (Journal of Consumer Research, 2019)
      Nowadays consumers can easily connect with others who are pursuing similar goals via smart devices and mobile apps. This technology also enables them to compare how well they are doing relative to others in a variety of contexts, ranging from online gaming to losing weight to loyalty programs. This research investigates consumers’ motivation to achieve a goal when they compare themselves with a superior other who has already attained the goal. Building on the literature on social comparison, and on competition in particular, we find that consumers are less motivated when the superior other has attained the goal compared to when the superior other is just ahead, keeping the relative distance equal. This negative effect on motivation is evident even in situations in which consumers can still attain the same goal as the superior other. We argue and demonstrate that this effect occurs because the other’s goal attainment limits consumers’ prospect to compete and overtake the superior other. Six experimental studies show evidence for this effect in hypothetical loyalty programs and behavioral task completion. These findings provide a deeper understanding of the motivational effect of social comparison, which have implications for marketing managers and public policy makers.
    • Job stress among middle-aged health care workers and its relation to sickness absence

      Verhaeghe, Rik; Mak, R.; Van Maele, G.; Kornitzer, M.; De Backer, G. (Stress and Health, 2003)
    • Jobhoppen naar de top

      Meganck, Annelies (HR Magazine, 2010)