• Panel Survey of Organizations in Flanders (PASO)

      De Vos, Ans; Buyens, Dirk; De Stobbeleir, Katleen (2004)
    • Participant's Manual, Vlerick Bank Simulation

      Thibeault, André; Carchon, Steven; Defrancq, Corneel (2011)
    • Passion & Enterprise Architecture

      Cumps, Bjorn; Viaene, Stijn; Geebels, Maarten (2014)
    • Payments: refurnish or rebuild? Mastercard chair - Transforming for the future

      Slagmulder, Regine; Cumps, Bjorn; Dillen, Yannick (2017)
    • Pension and Health Benefits. The cornerstone of a strategic employee benefits policy

      Loyens, Said; Baeten, Xavier (2017)
      AG Insurance and Vlerick Business School have conducted this study with the objective of getting a better picture on both employer practices and employee experiences in the field of supplementary pensions and health care benefits (further defined as ‘pension and health benefits’).
    • Pension Programme, Socially Responsible Investment. SRI Tool Kit 2004-2005

      Tagger, Jérôme; Green, R.; Kahlenborn, W.; Louche, Céline (2004)
    • Performance and reward management in an agile environment. 10 Key findings based on a qualitative study

      De Ruyck, Bettina; Quataert, Sarah; Vandenbroucke, Astrid; Van Steerthem, Angie; Baeten, Xavier; Dewettinck, Koen (2020)
      Agility is an emerging key dimension of business excellence. Research by Vlerick Business School, surveying the largest for-profit organisations in Belgium, revealed that, for 93% of them, agile ways of working have become more important in the last few years. And the top three terms associated with the concept of agility are: adaptability, speed and customer centricity. Although agility has really taken off, many organisations are still struggling with implementing agile approaches in the area of performance and reward management. An agile way of working is transforming how organisations manage and reward their talent, but only a mere 18% of the largest for-profit organisations in Belgium consider themselves to be agile on performance management and 28% on reward management. How do you approach performance management when you need to evaluate projects that are run by several different leaders and organised around teams? How to align employees’ career aspirations with business needs in a non-hierarchical environment? Can we allow a merit-pay process when talent systems are becoming more team-focused? That’s why our Centre for Excellence in Strategic Talent Management and our Centre for Excellence in Strategic Rewards joined forces for a new study that sheds a light on 8 Belgian and 4 Dutch companies that were either working agilely from the very beginning or changed the tires while driving the car. Based on a qualitative study with the support of our Chair Partner Hudson, the research team identified 10 key findings, each representing a phenomenon, trend or influence currently playing in agile working contexts: A purpose-led approach towards performance & career development From taking up additional roles to role-based job design Career self-management as the main driver for career evolution Questioning the role of supervisors in the performance management process Transparency to enhance trust, ownership and internal fairness Actively identifying and managing poor performance Team members deciding on salary increases and promotions To pay or not to pay for individual performance? It all depends... Customised and on the spot recognition Managing and rewarding agile teams in crisis situations
    • Performance Management - Survey

      Lutin, Luc; De Hertogh, Steven; Viaene, Stijn (2007)
    • Performance management in Belgium

      Buyens, Dirk; Dewettinck, Koen; De Decker, K.; Vlaminckx, Annick (2006)
    • Personeelsbeleid in Vlaamse scholen.

      Devos, Geert; Verhoeven, Jef C.; Stassen, Koen; Warmoes, Veronique (2004)
    • Pharmaceutical net price transparency across European markets: Insights from a multi-agent simulation model

      Van Dyck, Walter; Riccaboni, Massimo; Swoboda, Torben (2020)
      In innovative drug markets the widespread practice across the EU of country-specific confidential agreements reached between national payers and innovative pharmaceutical manufacturers continues to be a highly disputed basis for pharmaceutical health policy making. With pharmaceutical health policy striving for fair and sustainable pricing under increasing budgetary pressures, public stakeholders are more and more willing to be involved in transparent access decision-making related to novel medicines, considered to be a societal good. Full net price transparency is believed by many to promote price competition and to increase equity by making presently unaffordable pharmaceutical products accessible to patients in lower-income markets. To investigate the viability of a net price transparency (NPT) system we develop and analyse a multi-agent model representing the European country-level situation to conduct counterfactual analyses of various NPT systems. In line with previous recent NPT research in other geographical, regulatory and market contexts, we find that a full NPT system encompassing higher- and lower-income EU countries would not be viable. This while, counterintuitively and acting as rational economic agents, middle- and lower-income countries would not be deciding to join and give up their confidential agreement system with the pharmaceutical industry. Also, a full NPT system would be seen to be unjust while violating Ramsey pricing and distributive justice principles. Maximally, a partial price transparency system could be a viable solution if entailing only the group of high-income countries including UK and Germany committing to NPT, leaving all other countries free to opt for confidential discounts. Viability of this solution is contingent upon UK or Germany accepting a higher price than they could get in their present confidential rebate system. Finally, in a dynamic game theoretic analysis, we show that middle- and lower-income countries, might be joining the high-income group later. In any case, a net price transparency system would delay access in middle- to lower-income countries. Hence, we conclude that even a partial transparency system would be a challenging case to reach from a political perspective and it will negatively impact population health improvement by the novel therapy, especially in lower-income countries.
    • Policy Paper 4: Regulating Long Term Finance in the European Union: Challenges and Opportunities

      Dupire, Marion; Van den Spiegel, Freddy; Villaseca Palomeque, Katia (2015)
    • Practice note: Imitatiegedrag bij junior auditors: De impact van de werkstijl van de senior en de rol van promotiedruk

      Cardinaels, Eddy; Reusen, Evelien; Goris, Jeffrey; Stouthuysen, Kristof (2020)
      Om audit kwaliteit te waarborgen, hebben meer ervaren auditors (i.e., senior auditors) de taak om minder ervaren auditors (i.e., junior auditors) tijdig te beoordelen en te voorzien van gepaste coaching en ‘on-the-job’ training (IAASB 2014). Het geven van het goede voorbeeld door de senior is hierbij belangrijk, zeker wanneer we erkennen dat junior auditors in het begin van hun carrière vaak geneigd zijn het gedrag en de werkstijl van senior auditors te imiteren. Hoewel het imiteren van anderen deel uitmaakt van het menselijke gedrag, hebben we tot op heden nog maar weinig inzicht in hoe imitatiegedrag de oordeelsvorming bij junior auditors beïnvloedt. Het doel van dit onderzoeksproject is om de rol van imitatiegedrag in junior-senior auditor relaties na te gaan en inzicht te krijgen in de gevolgen hiervan op auditkwaliteit. Tegelijkertijd onderzoeken we ook hoe promotiedruk dit imitatiegedrag kan versterken. De neiging van junior auditors om hun senior te imiteren – zelfs wanneer deze laatste zijn werkstijl niet in lijn is met de verwachte professioneelkritische houding – kan meer uitgesproken zijn wanneer de senior auditor een doorslaggevende stem heeft bij toekomstige promotiebeslissingen. De bevindingen van deze studie zullen leiden tot waardevolle inzichten voor het wereldwijde auditberoep.
    • Predicting business/ICT alignment with AntMiner

      Cumps, Bjorn; Martens, David; De Backer, Manu; Haesen, Raf; Viaene, Stijn; Dedene, Guido (+); Baesens, Bart; Snoeck, Monique (2007)