• Where does business research go from here? Food-for-thought on academic papers in business research

      Geuens, Maggie (2011)
      The author reports the results of a survey on global compensation management practices in multinational firms, most of them headquartered in continental Europe and the United Kingdom. The study focuses on whether decisions on different compensation and benefits issues in these firms are taken at a headquarters or at the regional, business unit or country/local level. In addition, the author provides more qualitative information on the degree to which the respondents are satisfied with the decision-making process as well as their concrete suggestions for improvement. Finally, the author deals with the question of whether centralization or decentralization is the preferable option.
    • Where's the customer in technology-based radical innovation?

      Vercauteren, Anne; Vanhaverbeke, Wim (2007)
    • Who am I and if yes, how many?' Notes on the myth of leadership authenticity

      Wetzel, Ralf (2015)
      Authentic leadership appears as the solution to plenty of painful contemporary problems. Bad economy, bad organizational performance, bad culture would all become subject to change for the better if leaders behave more authentically, according to the line of discussion. However, the debate seems to stand on poor feet, since some core assumptions don't stand a closer viability check. This paper highlights two core problems in the foundations of the authenticity debate such as the belief in a stable core self and the trust in a homogenous organization. The paper demonstrates not only the fragmented and narrative constitution of self and organization, we show furthermore to which hidden problem the authenticity debate refers, to which the sheer existence of the debate is already a solution. It is complexity avoidance that the authenticity debate provides. It helps to re-install the myth of the influential leader in a situation, in which the opposite has become apparent.
    • Why are companies offshoring innovation? The emerging global race for talent

      Lewin, Arie Y.; Massini, Silvia; Peeters, Carine (2009)
    • Why Business Schools keep neglecting project management competencies

      Nieto-Rodriguez, Antonio (PM World Inc., 2017)
      Digitalization, mergers & acquisitions, international expansion, business model redesign, new product launch, cultural transformation. All these strategic initiatives are common projects undertaken to stay alive in the current unpredictable markets. Today, to be successful, organizations require leaders with strong project management competencies. Yet, according to our research, only 4% of the Top 200 Business Schools in the world offer project management as part of their MBA core curriculums.
    • Why seeking feedback from diverse sources may not be sufficient for stimulating creativity: The role of performance dynamism and creative time pressure

      Sijbom, R.B.L.; Anseel, Frederik; Crommelinck, Michiel; De Beuckelaer, Alain; De Stobbeleir, Katleen (John Wiley & Sons Ltd, 2018)
      We explore how the impact of seeking feedback from different sources (i.e., feedback source variety) on employee creativity is shaped by perceptions of the work environment. Specifically, we argue that two contextual factors, namely, performance dynamism (Study 1) and creative time pressure (Study 2), moderate the relationship between feedback source variety and creativity such that under conditions of high performance dynamism and low creative time pressure, individuals benefit from diverse feedback information. In Study 1 (N = 1,031), the results showed that under conditions of high performance dynamism, the relationship between feedback source variety and self-reported creativity was nonlinear, with employee creativity exponentially increasing as a function of feedback source variety. Similarly, in Study 2 (N = 181), we found that under conditions of low creative time pressure, the relationship between feedback source variety and employee creativity was nonlinear, with supervisor-rated creative performance exponentially increasing at higher levels of feedback source variety. Such results highlight that the relationship between feedback source variety and creative performance is affected by the perceptions of the work environment in which feedback is sought.
    • Why some are more equal: Family firm heterogeneity and the effect on management’s attention to CSR (Published Online)

      Fehre, Kerstin; Weber, Florian (Wiley, 2019)
      Research at the family firm–Corporate Social Responsibility (CSR) nexus lacks agreement about whether family firms are more or less socially responsible than their non‐family counterparts, which leads discussion relating to the bright and dark side of socioemotional wealth (SEW). We add to this ongoing debate in two different ways. First, we build on family firm heterogeneity and argue for a gray side to SEW, located between the bright and dark sides that is dependent upon the kind of family firm ownership. Second, we assume that prior research on a diverse set of CSR behaviors may, to some extent, explain the contradicting results; thus, we propose going back a step and focusing on management’s attention to CSR as an important antecedent of CSR behavior. By analyzing the letters to the shareholders of German HDAX firms from 2003 to 2012, this study finds that family ownership positively affects management’s attention to CSR, mainly driven by founders and family foundations. The research adds to our understanding of the family firm–CSR nexus by scrutinizing the role SEW plays in management’s attention to CSR when it comes to family firm heterogeneity.
    • Wie zijn de goede bazen in slechte tijden?

      De Schamphelaere, Veroniek (2009)
    • Winkeltrouw bevorderen via relatiemarketing

      Odekerken-Schröder, Gaby; De Wulf, Kristof; Hoekstra, J.C.; Kasper, J.D.P.; Commandeur, Harry (2000)
    • Wint ons leervermogen het van kennis en expertise?

      Vandenbroucke, Astrid (Editions NMG SPRL, 2018)
    • Work continuity constraints in project scheduling

      Vanhoucke, Mario (2006)
      Repetitive projects involve the repetition of activities along the stages of the project. Since the resources required to perform these activities move from one stage to the other, a main objective of scheduling these projects is to maintain the continuity of work of these resources so as to minimize the idle time of resources. This requirement, often referred to as work continuity constraints, involves a tradeoff between total project duration and the resource idle time. The contribution of this paper is threefold. First, we provide an extensive literature summary of the topic under study. Although most research papers deal with the scheduling of construction projects, we show that this can be extended to many other environments. Second, we propose an exact search procedure for scheduling repetitive projects with work continuity constraints. This algorithm iteratively shifts repeating activities further in time in order to decrease the resource idle time. We have embedded this recursive search procedure in a horizon-varying algorithm in order to detect the complete tradeoff profile between resource idle time and project duration. The procedure has been coded in Visual C++ and has been validated on a randomly generated problem set. Finally, we illustrate the concepts on three examples. First, the use of our new algorithm is illustrated on a small fictive problem example from literature. In a second example, we show that work continuity constraints involve a tradeoff between total project duration and the resource idle time. A last example describes the scheduling of a well-known real-life project that aims at the construction of a tunnel at the Westerschelde in The Netherlands.
    • Wrapped feature selection for neural networks in direct marketing

      Viaene, Stijn; Van den Poel, Dirk; Dedene, Guido (+); Vanthienen, Jan (2001)