• Technological activities and their impact on financial performance: exploitation and exploration within and between firms

      Belderbos, Rene; Faems, Dries; Leten, Bart; Van Looy, Bart (Journal of Product Innovation Management, 2010)
    • 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 Coleman’s Social Norm Enforcement Mechanism: Evidence from Wikipedia

      Piskorski, Mikołaj Jan; Gorbatai, Andreea (American Journal of Sociology, 2017)
      Since Durkheim, sociologists have believed that actors in dense network structures experience fewer norm violations. Coleman proposed one explanatory mechanism, arguing that dense networks provide an opportunity structure to reward those who punish norm violators, leading to more frequent punishment and in turn fewer norm violations. Despite ubiquitous scholarly references to Coleman’s theory, little empirical work has directly tested it in large-scale natural settings with longitudinal data. The authors undertake such a test using records of norm violations during the editing process on Wikipedia, the largest user-generated online encyclopedia. These data allow them to track all three elements required to test Coleman’s mechanism: norm violations, punishments for such violations, and rewards for those who punish violations. The results support Coleman’s mechanism.
    • 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.
    • Thank you for the bad news: Reducing cynicism in highly identified employees during adverse organizational change

      Sguera, Francesco; Patient, David; Diehl, Marjo-Riitta; Bobocel, Ramona (Journal of Occupational and Organizational Psychology, 2022)
      Adverse changes, such as layoffs or wage cuts, can irremediably damage the relationship between employees and their organization. This makes it all the more important for organizations to provide information about these changes to avoid the emergence of organizational cynicism among their employees. Drawing on uncertainty management theory, we argue that informational justice and organizational identification jointly regulate organizational cynicism in the context of adverse change. In addition, we examine whether informational justice influences employee exit intentions through cynicism. We test our hypotheses using a multi-method approach, encompassing one experiment (Study 1), one large-scale survey of 1,795 employees undergoing a major restructuring (Study 2), and a five-wave field survey of 174 workers undergoing layoffs and wage cuts (Study 3). In all three studies, poorer communication from the organization predicted greater exit intentions through increased cynicism for employees who were more (rather than less) identified with the organization. By integrating the literature on informational justice, organizational identification, and cynicism, our research offers a more nuanced understanding of the antecedents and consequences of cynicism in the context of adverse organizational change. Practitioner points Organizations undergoing adverse changes, such as layoffs and wage cuts, should provide employees with timely and detailed explanations for the changes (i.e., informational justice). When employees do not receive timely and detailed explanations for adverse changes, they are more likely to become cynical, and to decide to leave the organization. Providing adequate explanations is especially important for employees who strongly identify with the organizations because they are more sensitive to informational justice. Providing explanations is not as effective in reducing cynicism among employees with low levels of organizational identification. When organizations fail to explain adverse changes, employees who identify strongly with the organization may become as cynical as employees whose identities are less closely tied to the organization.
    • 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)