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    Now showing items 236-255 of 713

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        Emerging business models for additive manufacturing

        Van Dyck, Walter; Denayer, Benjamin; Reymer, Andries; Boënne, Mathias (2015)
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        Empirical case study research on the dynamics of intra- and interorganizational process collaboration

        Willems, Jurgen; Van den Bergh, Joachim; Willaert, Peter; Deschoolmeester, Dirk (2008)
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        Employee performance management practices in Belgium: benchmark report 2006

        Dewettinck, Koen; Vlaminckx, Annick (2006)
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        Employee Satisfaction Survey: development and validation of a measurement instrument

        De Stobbeleir, Katleen; De Schamphelaere, Veroniek (2005)
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        Engagement van medewerkers in moeilijke tijden

        Dewettinck, Koen; Vranjes, Ivana (2013)
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        Engaging in turbulent times. Direction setting for business and IT alignment

        Viaene, Stijn; Jolyon, Olivier; De Hertogh, Steven (2009)
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        Enkele economische analyses ter voorbereiding van de streekvisie van het Streekplatform Haspengouw

        Vanhaverbeke, Wim (2000)
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        Enterprise Architecture and BPM: friend or foe?

        Cumps, Bjorn; Viaene, Stijn; Geebels, Maarten (2014)
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        Entrepreneurial Buyout Monitor. A clear view on investment results 2013 - outlook 2014

        Meuleman, Miguel; Neckebrouck, Jeroen (2014)
        Welcome to the first edition of the Entrepreneurial Buyout Monitor – a snapshot of the trends and challenges involved in management buyouts and buy-ins of SMEs in Belgium from a practitioner’s perspective. We captured the opinion of 175 buyout experts in Belgium – including bankers, private equity players, lawyers, brokers and M&A advisers. There has been a general lack of understanding and transparency of the smaller segment of the buyout market. Here, we give insights and trends on the general investment climate for SME buyouts, including: 1) Deal flow 2) Deal-making 3) Financing Overall, the results indicate the investment climate has generally improved and this is expected to continue in 2014. The key insights from the survey are: 1) Deal flow is increasing – but with greater levels of competition and a lack of professionally run SMEs with the potential to be transferred, sourcing high-quality deals remains challenging 2) Lending conditions continue to be challenging – putting pressure on investment returns and urging investors to look for alternative deal structures 3) Investors have to be more proactive – focusing on targets with the potential to add value through cutting costs or pursuing growth opportunities 4) Potential vendors need to be realistic – and either adjust their price expectations or wait for improved operating results and an uplift in multiples when the economic climate improves
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        Entrepreneurial Buyout Monitor. A clear view on investment results 2014 - outlook 2015

        Meuleman, Miguel; De Geeter, Kenny (2015)
        Welcome to the second edition of the Entrepreneurial Buyout Monitor – a snapshot of the trends and challenges involved in management buyouts and buy-ins of SMEs in Belgium from a practitioner’s perspective. We captured the opinions of 169 buyout experts in Belgium – including bankers, private equity investors, mezzanine players, family offices, lawyers, brokers and M&A advisers. Overall, the results indicate the investment climate has considerably improved – as expected from last year’s edition. The outlook for 2015 remains positive. The key insights from the survey are: 1) DEAL FLOW IS INCREASING – however, with higher levels of competition and more favourable lending conditions, we’ve also seen higher multiples – especially for medium sized and larger deals. It’s tougher to achieve attractive returns, so the deal origination process is critical. 2) MORE FAVOURABLE DEBT MARKETS – overall debt multiples increased and the cost of lending significantly dropped. This was true for medium sized and larger deals. However, lending conditions continue to be challenging for smaller deals – so they may need more creative deal structures. 3) ALTERNATIVE INVESTORS BECOME MORE PROMINENT – both family offices and mezzanine investors become more active in smaller MBO/MBI transactions. 4) PRIVATE EQUITY INVESTORS NEED A CLEAR STRATEGY – they need a more focussed approach to finding opportunities for growth while cutting costs. And so they must gain a deeper understanding – and further insights into the sectors they’re targeting.
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        Entrepreneurial Growth Monitor (EGMO)

        Crijns, Hans (2014)
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        Entrepreneurial learning

        Van den Broeck, Herman; Willem, Annick (2003)
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        Entrepreneurship and innovation policies. Analysing measures in European countries

        Lundström, Anders; Almerud, Moa; Stevenson, Lois; Crijns, Hans (2008)
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        Establishing a feedback culture in today's organizations

        Van De Woestyne, Mieke; De Stobbeleir, Katleen; Dewettinck, Koen (2009)
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        Ethische aspecten van ICT: is er nood aan een gedragscode voor de ICT Professional?

        Van den Bergh, Joachim; Deschoolmeester, Dirk (2008)
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        Euro-regio: een strategie voor Zuid West-Vlaanderen op basis van complementaire sterktes met de regio Nord-Pas-de-Calais

        Vanhaverbeke, Wim (1994)
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        European distribution and warehouse review

        Cueva, O.; Escobedo, G.; Samii, Behzad; Pibernik, Richard (2009)
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        European reward governance survey 2015

        Festing, M.; Tekieli, M.; Baeten, Xavier (2015)
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        European scale-up report

        Collewaert, Veroniek; Manigart, Sophie; Standaert, Thomas (2020)
        Unique view of the landscape and management of European scale-ups The widely held belief that European scale-ups are mainly innovative tech companies is incorrect; they can be found in all sectors and at all levels of innovation. However we can identify major differences between sectors in terms of size and growth, with scale-ups that are active in IT and consumer goods and services leading the way. Scale-ups with external investors on board are more professionally managed and have made greater progress in terms of internationalisation, innovation and talent management. All the same, attracting additional funding proves very difficult and hampers their further growth ambitions. These are some of the conclusions of a large-scale study conducted by Vlerick Business School on behalf of Scale-Ups.eu. Professor Veroniek Collewaert, Professor Sophie Manigart and post-doctoral researcher Thomas Standaert used information about more than 80,000 scale-ups in 8 European countries as their starting point. They specifically investigated management practices by means of a targeted survey among 124 of these scale-ups.
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        Europese distributiecentra en value added activities in Vlaanderen: economische betekenis en concurrentiepositie

        Sleuwaegen, Leo; Van Dierdonck, Roland; Vandenbroere, Isabelle; Minne, V.; Dereuwe, Gino (2002)
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