• La GRH en transition: en passant par 'un esprit valeur' ajoutée vers une 'human investment strategy'

      Buyens, Dirk; Van Schelstraete, Sigrid; De Vos, Ans; Vandenbossche, Tine (1997)
    • La mobilité professionnelle du point de vue de l'entreprise

      Buyens, Dirk; De Vos, Ans; Soens, Nele (2006)
    • Leadership

      Van den Broeck, Herman; Buelens, Marc (2005)
      Private equity (PE) has become an increasingly international phenomenon but there is a lack of research that looks at the process by which PE firms invest across borders. We aim to fill this gap in the literature by examining the role of institutional context and organizational learning as determinants of cross-border PE syndication. We examine these issues by studying the international expansion by later-stage UK PE investors into continental Europe over the period 1990 to 2006. Our results indicate that institutional context (in terms of the number of PE firms in the local environment and the presence of investment bankers in the local market) and organizational learning (in terms of the PE firm's experience in the host country, the PE firm's multinational experience, and the number of investment managers per portfolio company, but not the presence of local offices) are significantly related to the use of cross-border syndicates. Implications for theory and practice are suggested.
    • Leading organisations in turbulent times: Towards a different mental model

      Jordaan, Barney (2018)
      Organisations that are able to adapt quickly to changing circumstances in their operating environment have a competitive advantage. This level of "agility" involves more than simply developing new strategies and organisational structures to enable the rapid gathering of relevant information and equally rapid response times. Agility also - if not primarily - requires an ability on the part of people in the organisation to collaborate effectively to improve their decision-making abilities both as far as speed and quality of outcome are concerned. Collaboration involves more than the mere acquisition of a particular skills set, e.g., to listen and communicate effectively, or procedural adeptness. Creating a collaborative working environment requires a climate of trust within the organisation and a mindset that is focused on working with, rather than against others to achieve common organisational goals and objectives. Given the human propensity to compete and the so-called trust deficit prevalent in organisations, trustworthiness on the part of leaders and an ability to instil a culture of colloboration are required. However, a number of human and organisational obstacles would need to be overcome to achieve this.
    • Learning cultures on the fly

      Nardon, Luciara; Steers, Richard (2007)
    • Learning in higher education - how style matters

      Charlesworth, Zarina M.; Evans, Carol; Cools, Eva (2009)
    • Learning later in life: the Older Worker's perspective

      De Baets, Shari; Warmoes, Veronique (2012)
    • Leidinggeven met creativiteit

      Warmoes, Veronique; Van den Broeck, Herman (2009)
    • Lerend management: verborgen krachten van managers en organisaties

      Van den Broeck, Herman (1994)
      ‘Werk ik in een lerende organisatie en wat is mijn persoonlijk leervermogen?' De antwoorden op deze vragen bepalen de concurrentiële positie van elke manager en die van het bedrijf waarvoor hij werkt. Leren staat voor continu veranderen. Die flexibilitiet vormt de laatste jaren hét managementthema bij uitstek. Doordat de organisatieprocessen stees sneller verlopen, dient elke medewerker (en langs hem elke organisatie) de eigen kennis en kunde voortdurend in vraag te stellen en bij te sturen. Bereid zijn te leren en eigen kennis te ervalueren is daarom essentieel. Lerend management is een instrument waarmee de lezer zelf leerprocessen kan managen. Professor Herman Van den Broeck biedt een coherent theoretisch model aan, aangevuld met uitvoerige praktische informatie, van vragenlijsten tot analyse-schema's, waarmee managers zelf aan de slag kunnen gaan. Dit boek geeft verder een gesystematiseerd overzicht van tal van leerpraktijken, waarmee het thema van de lerende organisatie concreet gemaakt wordt.
    • Lessen uit emotionele intelligentie. Meer oog hebben voor jezelf en anderen

      Van den Broeck, Herman; Debussche, Fannie; Cools, Eva (2002)
      Over emotionele intelligentie is veel geschreven. Dit boek leert u uit het onderzoek dat verricht werd naar emotionele intelligentie datgene te halen wat u meer oog geeft voor uzelf en voor anderen en dus vooruit helpt in het leven.
    • Levenslang leren. Werkboek "Leren leren in de oranisatie"

      Buyens, Dirk; Vanhoven, E.; Wouters, Karen (2002)
    • Linking cognitive styles and values

      Van den Broeck, Herman; Vanderheyden, Karlien; Cools, Eva (2002)
    • Linking the strategic importance of ICT with investment in business-ICT alignment: An explorative framework

      Cumps, Bjorn; Viaene, Stijn; Dedene, Guido (2012)
      In this chapter, we introduce a framework that can be used by organizations as a positioning instrument to think of business-ICT alignment decisions in light of the strategic importance of ICT (Information and Communication Technology) in their organization. We make a distinction between organizations where ICT is of high strategic importance and those where ICT is of low strategic importance. Based on this difference we argue that heavily investing in business-ICT alignment processes, structures and roles (PSRs) will not necessarily always be beneficial when ICT is of low strategic importance to the business. Furthermore, organizations that have a minimalist approach to the use of ICT do not necessarily need to invest in business-ICT alignment PSRs. We explain the dynamics and possible migration scenarios of our proposed framework after testing the statistical significance of the relationship between the strategic importance of ICT and the investment in business-ICT alignment. We end this article with a short empirical study which combines survey and case study results. Both the framework and framework dynamics still need further empirical validation, preferably with longitudinal data. Therefore, we stress and acknowledge that many of the discussions in this article are still explorative in nature. However, this article illustrates the possibilities and the need for a more fine-grained approach to business-ICT alignment.
    • Looking Back, Thinking Forward,: Distinguishing between Weak and Strong Sustainability

      Roome (+), Nigel (2011)
      The Theory of Planned Behavior (TPB) is used in this paper to empirically study whether an entrepreneur successfully transfers his/her firm, conditional on exiting the firm. TPB posits that entrepreneurial intentions drive actions, being the transfer of a business. We expand the TPB framework with business characteristics (intangible assets and profitability) to further explain the gap between intentions to transfer and the transfer outcome. Based on survey responses of 198 Belgian entrepreneurs that exited their company between 2001 and 2006, we show that intentions drive transfer outcomes. Further, the personal desirability of a transfer, the perceived control over the transfer process and the level of intangible assets influence intentions. Business profitability has a direct positive effect on the probability of transferring a business, that is partially mediated through intentions.
    • Loopbaanverwachtingen bij jongeren: Naïef, verwend of ambitieus

      De Vos, Ans; Dewilde, Thomas; Meganck, Annelies (2007)
    • Loyalty Monitor Onderzoek

      Odekerken-Schröder, Gaby; De Wulf, Kristof; Van Oppen, C.; De Cannière, Marie (2003)