• Technology diversification, coherence and performance of firms

      Leten, Bart; Belderbos, Rene; Van Looy, Bart (Journal of Product Innovation Management, 2007)
    • Technology in-sourcing and the creation of Pioneering technologies

      Van de Vrande, Vareska J.A.; Vanhaverbeke, Wim; Duysters, Geert; Gassmann, Oliver (International Journal of Business Environment, 2011)
    • Technology in-sourcing and the Creation of Pioneering Technologies

      Van de Vrande, Vareska J.A.; Vanhaverbeke, Wim; Duysters, Geert (Journal of Product Innovation Management, 2011)
    • Technostress

      Van den Broeck, Herman (Vlerick Management Focus, 2004)
    • Tell me who, and I’ll tell you how fair: A model of agent bias in justice reasoning

      Cojuharenco, Irina; Marques, Tatiana; Patient, David (Group and Organization Management, 2017)
      A salient and underresearched aspect of un/fair treatment in organizations can be the source of justice, in terms of a specific justice agent. We propose a model of agent bias to describe how and when characteristics of the agent enacting justice are important to justice reasoning. The agent bias is defined as the effect on overall event justice perceptions of specific agent characteristics, over and above the effect via distributive, procedural, and interactional justice. For justice recipients to focus on agent characteristics rather than on the event being evaluated in terms of fairness is an unexplored bias in justice judgments. Agent warmth, competence, and past justice track record (entity justice) are identified as agent characteristics that influence justice judgments. Agent characteristics can influence overall event justice perceptions positively or negatively, depending on the ambiguity in terms of justice of the event and on its expectedness from a particular justice agent. Finally, we propose that agent bias is stronger when justice recipients use intuitive versus analytic information processing of event information. Our model of agent bias has important theoretical implications for theories of organizational justice and for other literatures, as well as important practical implications for organizations and managers.
    • Ten principles of good business process management

      vom Brocke, Jan; Schmiedel, Theresa; Recker, Jan; Trkman, Peter; Mertens, Willem; Viaene, Stijn (Business Process Management Journal, 2014)
    • Terrorism in India is not just an internal threat

      Lal, Rollie (The Financial Times, 2003)
    • Terrorists and organized crime join forces

      Lal, Rollie (International Herald Tribune, 2005)
    • Testing conditional asymmetry. A residual-based approach

      Lambert, Philippe; Laurent, Sébastien; Veredas, David (Journal of Economic Dynamics and Control, 2012)
    • The tetralemma of the business family: A systemic approach to business-family dilemmas in research and practice

      Kleve, Heiko; Roth, Steffen; Kollner, Tobias; Wetzel, Ralf (Journal of Organizational Change Management, 2020)
      Purpose This conceptual article aims to contribute to the design of a theory of family-influenced firms by a framework for the management of business-family dilemmas. Design/methodology/approach It combines systemic principles with the tetralemma, a tool from ancient Indian logic that families and businesses can use to manage and reframe dilemmas without dissolving the dilemmatic tensions or blurring their boundaries. Findings In applying the tetralemma, the article offers a range of suggestions, such as observing business and family as two discrete, yet codependent, social systems and envisioning conceptual and methodological imports from codependency research and therapy into family business research and practice. Originality/value The article proposes a framework for the selective and flexible navigation of family-business tensions without dissolving them or blurring their boundaries.
    • Tewerkstelling in België: het effect van een verlaging van de loonkost

      Roodhooft, Filip; Konings, Jozef (Ondernemen, 1995)
    • Tewerkstellingsimplicaties van downsizingstrategieën en heroriëntatiepraktijken: een empirische exploratie

      Dewettinck, Koen; Buyens, Dirk (Tijdschrift voor Arbeidsvraagstukken, 2002)
    • Text mining with emergent self organizing maps and multi-dimensional scaling: A comparative study on domestic violence.

      Poelmans, Jonas; Van Hulle, Marc; Viaene, Stijn; Elzinga, Paul; Dedene, Guido (+) (Applied Soft Computing, 2011)
      This paper shows how collective worker participation and leadership style influence the emergence of operational improvements during the design process of a time-driven activity-based costing (ABC) system in a case study setting. In particular, in the case company, the costing project was initiated at different warehouses, which allowed us to distinguish two types of design processes. With the first type, the participation of all organizational members, especially at the lowest levels, fostered dialogue about the input parameters of the costing model. In addition, when these discussions about costing data were held in groups guided by a superior with a considerate, people-oriented leadership style, operational improvements appeared. With the second type, operational employees were not involved in the design process, they feared the new costing system, because it was used to enforce compliance, and no operational improvements emerged. Hence, the case findings suggest that, for operational improvements to appear during the design process of a time-driven ABC system, collective worker participation and appropriate leadership styles are indispensable.
    • The 7 Cs of Supply Chain Management: Practices for Profitable Growth

      Vereecke, Ann; Van Steendam, Tom; Van den Broeke, Maud (Journal of Marketing Development and Competitiveness, 2016)
      Companies increasingly realise that the strength of supply chain management not only lies in cost reductions and efficiency improvements, but also in driving profitable growth. We identify, based on the literature, the ‘7 Cs of supply chain management': Connect, Create, Customise, Coordinate, Consolidate, Collaborate and Contribute. These ‘7 Cs' are essential categories of supply chain practices that help companies grow by offering new, different, more and better products and services to (potentially new) markets. Case research in 16 European companies provided evidence of all except one practice (Contribute), thus illustrating the strategic importance of supply chain management.
    • The adoption of information technology in the sales force

      Schillewaert, Niels; Ahearne, Michael; Frambach, Ruud; Moenaert, Rudy (Industrial Marketing Management, 2005)
    • The aging workforce: Perceptions of career ending

      Buyens, Dirk; van Dijk, Hans; Dewilde, Thomas; De Vos, Ans (Journal of Managerial Psychology, 2009)
    • The Anglo-American versus the Continental European corporate governance model: empirical evidence of board composititon in Belgium

      Ooghe, Hubert; De Langhe, Tine (European Business Review, 2002)
      This study compares two corporate governance models: 1. the Anglo-American, and 2. the Continental European model. These corporate governance models differ strongly, and the differences are mainly due to differences in the business context. The problems arising from separation of ownership from control will thus have to be solved through different mechanisms. One important mechanism is the board of directors. The board composition of 122 companies has been analyzed in a Belgian empirical study. A significant positive relationship between the number of directors in the board and a range of other factors is found. Shareholder structure does not seem to have an effect on the size of the board. A second variable concerning the composition of the board is the percentage of external directors. The number of external directors differs significantly between companies with a different nationality and between companies that are listed or not. Size, shareholder structure and industry were not related to the percentage of external directors in a company.
    • The antecedents of creativity revisited: a process perspective

      Caniels, Marjolein C.J.; De Stobbeleir, Katleen; De Clippeleer, Inge (Creativity and Innovation Management, 2014)
      This study invokes a process view on employee creativity to uncover how the different stages of the creative process are associated with different antecedents. Specifically, we explore the role of five previously identified antecedents of organizational creativity in the different phases of the creative process within organizations: (1) personality; (2) rewards; (3) the role of co‐workers; (4) leadership; and (5) organizational resources. In an analysis of 22 case studies we found that antecedents of creativity indeed have different roles in different stages of the creative process and that antecedents that are helpful in one stage of the creative process, can be detrimental for another stage. Such results highlight the importance of conceptualizing creativity as a process, rather than as an outcome variable.