• Linking technology intelligence to open innovation

      Veugelers, Mark; Bury, J.; Viaene, Stijn (Technological forecasting and social change, 2010)
      The explosive growth of the Internet has led to a dramatic increase in data sources for (competitive) technology intelligence. Appropriate implementation and use of IT tools to gather and analyze these data is of key importance for the creation of actionable technology intelligence. A strategy to optimize investments in the identified technologies becomes of paramount importance if an organization wants to match knowledge and ideas originating from outside of the organization with internal core competences. Such a strategy can create competitive advantage by effectively linking technology intelligence to open innovation. We show how VIB, a life sciences research organization, has established technology intelligence processes to identify a multitude of external technologies of interest, which are subsequently “probed” for their potential and fit with VIB using real options reasoning, thereby supporting open innovation. Our methodology may be useful for other organizations which are considering implementing open innovation approaches.
    • Linking the strategic importance of ICT with investment in business-ICT alignment: an explorative framework

      Cumps, Bjorn; Viaene, Stijn; Dedene, Guido (+) (International Journal of IT/Business Alignment and Governance, 2010)
    • Local content requirements, vertical cooperation, and foreign direct investment

      Belderbos, Rene; Sleuwaegen, Leo; Jie A Joen, Clive (De Economist, 2002)
      Local content requirements have been observed empirically to protect vertically integrated domestic industries and induce inward foreign direct investment in intermediate goods production. The effects of a local content requirement is examined in the context of potential foreign direct investment and upstream manufacturing by a foreign multinational and potential vertical cooperation between the host country's upstream and downstream producers. In case of vertical cooperation domestic producers have an incentive to set the price of the intermediate strategically to discourage foreign direct investment. Vertical cooperation is found to enhance the rent-shifting effect of the local content requirement, whereas the foreign direct investment response increases price competition and reduces domestic profits. In both cases, manufacturing efficiency and foreign welfare decrease.
    • Loonkosten en hun effect op de Belgische tewerkstelling

      Roodhooft, Filip; Konings, Jozef (Nieuwsbrief Steunpunt Werkgelegenheid, Arbeid en Vorming, 1995)
    • Loopbaanbegeleiding in bedrijfscontext

      Forrier, Anneleen; Bollen, An; Sels, Luc; Soens, Nele; De Vos, Ans (Over.Werk, 2006)
    • Loopbaanontwikkeling in industrieel onderzoek: een veldstudie

      Buyens, Dirk; Debackere, Koenraad; Vandenbossche, Tine (Gedrag en Organisatie. Tijdschrift voor Sociale, Economische, Arbeids- en Organisatiepsychologie, 1996)
    • Lost in transaction? The transfer effect of strategic consistency

      Fehre, Kerstin; Kronenwett, Daniel; Lindstädt, Hagen; Wolff, Michael (Business Research, 2016)
      Prior empirical studies provide evidence that the learning-curve perspective from manufacturing settings is not directly applicable to strategic management settings. In the latter case learning relates to the quality rather than to the quantity of experience. Regarding the antecedents of organizational learning especially, there are still unanswered questions remaining; for example, the questions what kind of experience has a positive effect on performance and what kind of experience is more of a hindrance than a help. This becomes obvious when looking at acquisitions as examples of strategic management decisions. Results of prior empirical studies analyzing the relationship of acquisition experience and acquisition performance have been mixed. By introducing the concept of strategic consistency, we intend to facilitate a better understanding of the kind of experience necessary for organizational learning. Therefore, we measure the concordance and frequency of change in strategic actions. Employing a sample of 379 acquisition series, we find evidence for a positive transfer effect of strategic consistency within series and, therefore, a positive relationship between strategic consistency and acquisition performance.
    • Lot sizing and lead time decisions in production/inventory systems

      Noblesse, Ann; Boute, Robert; Lambrecht, Marc; Van Houdt, Benny (International Journal of Production Economics, 2014)
      Traditionally, lot sizing decisions in inventory management trade-off the cost of placing orders against the cost of holding inventory. However, when these lot sizes are to be produced in a finite capacity production/inventory system, the lot size has an important impact on the lead times, which in turn determine inventory levels (and costs). In this paper we study the lot sizing decision in a production/inventory setting, where lead times are determined by a queueing model that is linked endogenously to the orders placed by the inventory model. Assuming a continuous review (s, S) inventory policy, we develop a procedure to obtain the distribution of lead times and the distribution of inventory levels, when lead times are endogenously determined by the inventory model. This procedure allows to determine the optimal inventory parameters within the class of (s, S) policies that minimize the expected ordering and inventory related costs over time. We numerically show that ignoring the endogeneity of lead times may lead to inappropriate lot sizing decisions and significantly higher costs. This cost discrepancy is very outspoken if the lot size based on the economic order quantity deviates significantly from desirable production lot sizes. In these cases, the endogenous treatment of lead times is of particular importance.
    • Low-cost import competition and firm exit: Evidence from the EU

      Colantone, Italo; Sleuwaegen, Leo (Industrial and Corporate Change, 2015)
      This article investigates the impact of import competition on firm exit from the manufacturing industries of eight European Union countries. A distinction is made between imports originating from low-cost countries and other imports. While the exit of small firms is high and small firms react strongly to import competition originating from other advanced countries, their exit is not found to be directly affected by imports from low-cost countries. Conversely, the exit rate of larger firms is much smaller in magnitude, but their exit is systematically and positively related to growing imports from low-cost countries. Such empirical evidence is consistent with small and larger firms making up different strategic groups within the same industries, where they face foreign competition of a different nature.
    • 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.