• Vooruitblik op Forumdag 2007: zorg neemt kijkje in de keuken van commerciële dienstverlening

      Dierick, Koenraad; Wijers, S. (Tijdschrift voor Verzorging en Beheer, 2007)
    • Vormgeven aan het leerverhaal van kennismedewerkers

      De Stobbeleir, Katleen; Delcour, Fauve; Bellens, Kim; Davidson, Tina (P&O praktijkblad, 2012)
    • Vorming in het bedrijfsleven: strategische opties

      Van den Broeck, Herman (Tijdschrift voor Organisatiekunde en sociaal beleid, 1990)
    • Votre patrimoinne informationnel est-il en sécurité?

      Cumps, Bjorn (Finance management, 2013)
      Many companies have introduced the supply chain function in their organisation. Little attention, however, is devoted to the way the supply chain function is organised, e.g. the range of responsibilities it has, the position it occupies in the hierarchy and the skills it requires. The literature on this is scarce. This paper provides initial benchmarking data on company decisions regarding the roles and responsibilities of their supply chain managers and how the various supply chain tasks are coordinated and integrated. Our empirical study in the food, pharmaceutical, and chemical industries shows that differences in supply chain organisational structures are not random. We find that the way the supply chain function is organised seems to depend on the industry and its complexity and, we might speculate, on the strategy of the organisation. By highlighting and trying to explain these differences, we hope to raise top management awareness regarding the structuring options for their supply chain function and the importance of this issue for the organisation.
    • Vraagschommelingen onder controle: Hoe het Forrestereffect minimaliseren?

      Vereecke, Ann; Vanpoucke, Evelyne; Pandelaere, Els (Business Logistics, 2004)
    • Vrouwen aan de top: de verborgen barrières

      De Baets, Shari (HR Magazine, 2014)
    • Waarheen met de loopbaan? Voorkeuren van medewerkers en beïnvloeding door de organisatie

      De Vos, Ans; Dewettinck, Koen; Buyens, Dirk (Tijdschrift voor HRM, 2007)
    • Waarom (en Hoe) HR meer als een marketingafdeling moet handelen

      Schoubben, Robyn (HR Magazine, 2017)
      Op dit punt, weten we allemaal dat de bedrijfscultuur een centrale rol speelt binnen bedrijven, vooral met alle digitale transformaties tegenwoordig. Dit geldt met name vooral voor de marketingafdeling, die momenteel aan zo’n halsbrekend tempo verandert dat marketing succes sterk afhankelijk is van HR om nieuwe skillsets te identificeren en op te leiden. Aan de andere kant, zou HR beroep kunnen doen op de hulp van marketeers, of op zijn minst HR-professionals die denken als marketeers. De strijd voor het beste talent is fast and furious, en in vele gevallen is het sociale web het slagveld.
    • Waking the sleeping giant: Maximising the potential of operational risk management for banks

      Ashby, Simon; Clark, David; Thirlwell, John (Journal of Financial Transformation, 2011)
      Within the banking sector operational risk is often perceived to be a less important risk than financial risks such as market or credit risk. Such a view is typically reinforced by the observation that banks are in the business of taking these financial risks and must lend large amounts of money and/or take significant market positions if they are to make an acceptable profit for their owners. Events such as the global financial crisis would also seem to reinforce this view of the pre-eminence of financial risks. Taken at face value the crisis might appear to have been caused by a combination of excessive lending, leverage and derivatives trading - activities which fall with the realm of financial risk. Yet deeper investigations into the crisis have revealed that other more complex forces were at work, forces, such as failures in people, process and systems which have more in common with the field of operational risk. In this paper we argue that banks must do more to wake the sleeping giant of operational risk management in their activities. We demonstrate how operational risk related failures in people, processes and systems lay at the heart of the global financial crisis, leading to disastrous consequences not only for individual banks, but also for the financial sector as a whole and the domestic economies that are supported by it. We also highlight three key barriers that we believe are preventing the discipline of operational risk management from reaching its full potential in the banking sector. Finally we identify a number of themes that we believe should be embraced by banks and their regulators to help overcome the three barriers and enhance the management of operational risk across the sector.
    • Walking parallel paths or taking the same road? The effect of collaborative incentives in innovation contests

      Boss, Viktoria; Kleer, Robin; Vossen, Alexander (International Journal of Innovation Management, 2017)
      We examine the role of participants’ interactions in innovation contests. In contrast to the dominant view of a competitive organisation of innovation contests, we suggest that, especially for ideation projects, a collaborative setting may be beneficial in terms of the amount of ideation activity and the quality of the generated ideas. Using two experiments, we show the usefulness of a collaborative approach when two particular conditions are met: first, the overall effort must be compensated according to performance criteria in such a way that participants are aware of the impact of their actions. Thus, the reward mechanism has to ensure that all contributors to a specific idea benefit from their involvement. Second, the host has to provide feedback throughout the contest to make it clear for participants what idea(s) to focus on. Our results show that, while the elaboration effort can be increased by introducing a collaborative reward mechanism alone, the best results are achieved when both conditions are met.
    • Wanneer senior managers niet willen samenwerken

      Pauwels, Aagje (HR Magazine, 2015)
    • Wat doe je met je toptalent?

      Vroonen, Wim (HR Magazine, 2013)
    • Wat het verschil is tussen een workaholic zijn en veel werken en waarom dit belangrijk is voor uw gezondheid

      Schoubben, Robyn (HR Magazine, 2018)
      Over het algemeen gaan we ervan uit dat te veel werken slecht is voor onze gezondheid. Wat er precies ongezond aan is, is echter onduidelijk. Zijn het lange dagen die het risico op het ontwikkelen van gezondheidsproblemen vergroten? Of is het iets anders?
    • Wat is het Effect van Lagere Loonkosten op de vraag naar Arbeid in Belgische Ondernemingen?

      Roodhooft, Filip; Konings, Jozef (Tijdschrift voor Economie en Management, 1996)
    • Wat managers moeten weten over sociale tools

      Defever, Emmy (HR Magazine, 2018)
      Organisaties hebben aan sneltempo interne sociale tools geadopteerd. In een grootschalige studie met meer dan 4200 organisaties, uitgevoerd door McKinsey Global Institute, werd gevonden dat 72% van de organisaties dergelijke tools gebruikt om communicatie tussen medewerkers te faciliteren. Het gebruik van interne sociale tools werd reeds in verschillende sectoren bestudeerd. Het toenemende bewijs is duidelijk: deze tools kunnen de samenwerking en kennisdeling tussen medewerkers bevorderen.