• What are brands good for?

      Dawar, Niraj (2004)
    • What digital leadership does

      Viaene, Stijn (EBR Media Ltd, 2017)
      Leadership has been an indispensable factor in any business development. As businesses undergo digital transformation, Stijn Viaene offers exciting insight on digital leadership, the different leadership personas required for its execution, and the crucial role digital leadership plays for a successful digital transformation.
    • What drives consumer participation to loyalty programs? A conjoint analytical approach

      De Wulf, Kristof; Odekerken-Schröder, Gaby; De Cannière, Marie; Van Oppen, C. (2003)
    • What drives cross-border M&As in commercial banking?

      Gulamhussen, Azzim; Hennart, Jean-François; Pinheiro, Jean-François; Manuel, Carlos; Pinheiro, Carlos (2016)
      Using a gravity model, we analyze the determinants of the probability that commercial banks in 89 acquiring countries and 118 target countries will undertake M&As over a 30-year period (1981-2010) and of the value of these M&As. We find that the value of cross-border M&As increases with the size of the acquiring country, and that both the probability and value of M&As vary positively with the depth of the financial market in acquirer countries and the presence of corporate and non-corporate customers from acquiring countries in target countries, and negatively with the geographic, psychic, and time zone distances between acquirer and target countries. Our study highlights the role of non-corporate customers and of psychic distance in the cross-border expansion of commercial banks through M&As.
    • What factors cause foreign banks to stay in London?

      Clare, Andrew; Gulamhussen, Azzim; Pinheiro, Carlos (2013)
    • When affective well-being is empowered: the joint role of leader-member exchange and the employment relationship

      Audenaert, Mieke; Vanderstraeten, Alex; Buyens, Dirk (2017)
      HRM and the leader are often assumed to play a joint role in affecting employee reactions. In a multilevel, time-lagged study, we examined the joint role of the employment relationship and leader-member exchange (LMX). We tested whether this joint role is essential to when LMX leads to affective well-being via psychological empowerment. We build on HRM literature to expect that the relationship of LMX with psychological empowerment is stronger when the employment relationship is consistent with LMX quality. Results indicated that psychological empowerment mediates the relationship between LMX and affective well-being. This mediation is stronger for employees in a mutual investment employment relationship. The findings point at the importance of consistency of resources from the employment relationship and LMX. Nevertheless, the findings also suggest that resources from LMX compensate for employment relationships with low resources. Our findings contribute to scholars' understanding of the joint role of HRM systems and leader behaviors.
    • When an Irresistible force meets an immovable object: The interplay of agency and structure in the UK financial crisis

      Ashby, Simon; Peters, Linda; Devlin, James (Elsevier, 2014)
      The study sheds light on why certain financial institutions exposed themselves, and the financial system as a whole, to excessive risk. The study examines the human side of the crisis and its relationship to certain organizational and sector-wide practices dominant at the time. The study draws on pre-existing insights from the field of crisis management, and use structuration theory to explore the inter-relationships between the micro- and macro-factors that contributed to the crisis. Structuration theory allows exploration of how the irresistible force of human agency and the immovable object of situational imperatives together provide an understanding of how and why the crisis occurred. The study argues that the crisis was largely due to failures in the implementation of certain risk management processes. The research findings challenge the notion that greater regulatory prescription and capital requirements are required, or that simple solutions such as caps on bonus payments will prove effective. Rather, implementing enhancements in the risk management and governance practices of financial institutions and their regulators is necessary, together with facilitating mechanisms that support cultural change.
    • When does Medici hurt DaVinci? Mitigating the signaling effect of extraneous stakeholder relationships in the field of cultural production

      Shymko, Yuliya; Roulet, Thomas (2017)
      Does corporate philanthropy have an indiscriminately positive effect on recipients? Our baseline argument asserts that relationships with stakeholders outside the field, such as corporate donors, can be perceived as a deviation from the dominant logic at the industry level, and thus as a negative signal by peers. How can recipients mitigate this adverse effect on social evaluations? To answer this question, we study how corporate benefaction affects the process of peer recognition in the context of Russian theaters from 2004 to 2011. First, we engage in a qualitative exploration of our setting to contextualize our hypotheses and understand how relationships with corporate donors, depending on their characteristics, affect peer recognition. We then quantitatively test our hypotheses and confirm that the salience of the relationship with extraneous stakeholders—operationalized as the number of corporate donors—has a negative effect on peer recognition. However, we find that this effect can be mitigated if theaters choose to limit the breadth, depth, and negative valence of the relationship. We contribute to both the institutional logics and stakeholder literatures by bringing in a signaling perspective: we show that peer recognition, upon which themaintenance of a dominant logic lies, is directly impacted by the nature of relationships with extraneous stakeholders.
    • When holding in prevents from reaching out: Emotion suppression and social support-seeking in multicultural groups (Accepted)

      Boros, Smaranda; Van Gorp, Lore; Boiger, Michael (Frontiers, 2019)
      Members of multicultural groups benefit from developing diverse social support networks. Engaging openly with people who have a different worldview (i.e., given by a different cultural background) broadens one’s cognitive horizons, facilitates one’s adaptation to new contexts, decreases stereotyping and discrimination and generally improves individual and group performance. However, if this social connection is hindered (either by limiting the number of people one reaches out to or in terms of preferring to connect to similar others), then the diversity advantage is lost – both for the individuals and for the groups. Through two case studies of professional groups with varying cultural diversity (moderate and superdiverse), we investigate the evolution of their members’ social support networks (i.e., to what extent and to whom they reach out for support) depending on (1) individuals’ habitual emotion suppression and (2) cultural orientation on the individualism-collectivism dimension. Results show that individualistic cultures suffer a double-whammy: when suppressing, their members seek less support (i.e., don’t reach out so much to ask for support) and tend to seek culturally similar others for it when they do. Suppressing collectivists are less affected in absolute levels of connectedness, but still prefer culturally similar others as sources of support. Our study offers an emotion-based view of why people stick together with similar others in diverse groups and how learning to better cope with emotions can make us more open-minded towards diversity in professional settings.
    • When innovation requirements empower individual innovation: the role of job complexity

      Audenaert, Mieke; Vanderstraeten, Alex; Buyens, Dirk (Emerald Group Publishing, 2017)
      The purpose of this paper is to contribute to the field's understanding of how to raise individual innovation. Specifically, the authors aim to contribute to an understanding of the interplay of job characteristics and intrinsic motivation for individual innovation.
    • When Passion Fades: Disentangling the Temporal Dynamics of Entrepreneurial Passion for Founding

      Collewaert, Veroniek; Anseel, Frederik; Crommelinck, M.; De Beuckelaere, A.; Vermeire, Jacob (2016)
      This study examines how and why entrepreneurial passion for founding changes over time. In particular, we propose that in the founding phase of a venture's lifecycle entrepreneurs' founding identity centrality will remain stable over time. We also propose, however, that in our sample and time period studied, entrepreneurs' intense positive feelings for founding will decrease over time. On the basis of theories of positive illusion, self-regulation and role theory, we further hypothesize that venture idea change, change in role ambiguity and entrepreneurs' feedback-seeking behaviour are factors that help explain the rate of change in entrepreneurs' intense positive feelings for founding. Using a three-wave longitudinal research design, we find that among a sample of 112 entrepreneurs' identity centrality does not change over time, whereas intense positive feelings for founding decrease over time. Moreover, the more entrepreneurs change their venture ideas, the weaker their decrease in intense positive feelings. Further, we show that entrepreneurs who frequently seek feedback suffer less from reduced positive feelings in response to higher increases in role ambiguity as compared to entrepreneurs who seek less feedback.
    • When Research Meets Development: Antecedents and Implications of Transfer Speed

      Du, Jingshu; Leten, Bart; Vanhaverbeke, Wim; Lopez, H. (2014)
      In this paper, we focus on the organization of new product development in large, R&Dintensive firms. In these firms, research is often conducted in dedicated projects at specialized research labs. Once research results are achieved by project teams, they are transferred to business units for further development and commercialization. We investigate the speed whereby research projects transfer their first research results to business units (hereafter: transfer speed). In particular, we analyze the antecedents and performance implications of transfer speed. Based on data of 503 research projects from a European R&D intensive manufacturing firm, our results suggest that a fast transfer speed (as measured by the time it takes for a research project to develop and transfer first research results to business units) is associated with a better research performance (as measured by the total number of transfers the research project generates). Moreover, we find that different types of external R&D partners— science-based and market-based partners— play distinct roles speeding up first research transfers. While market-based partnerships (customers and suppliers) generally contribute to a faster transfer of research results, science-based partnerships (universities and research institutions) only speed up research transfers of technologically very complex projects. Our results also show that early patent filings by research projects accelerate first research transfers
    • 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)