• Relevant market delineation with the use of strategic business information

      Schep, K.; De Voldere, Isabelle; Sleuwaegen, Leo (1999)
    • Remmen voor starters

      Crijns, Hans; Verzele, Frank (2001)
    • Report for MEDREG: Experience with regional cooperation to create regional markets

      Ahner, Nicole; Meeus, Leonardo; Glachant, Jean-Michel (2009)
    • Report on mass customisation in the healthcare supply chain

      Cardoen, Brecht; Van Steendam, Tom; Van den Broeke, Maud (2013)
    • Report on track & trace and cold chain in the healthcare supply chain

      Van Steendam, Tom; Van den Broeke, Maud; Krols, Krist'l (2012)
    • Review of growth policies, the case of Belgium

      Bruneel, Johan; Clarysse, Bart; Van Eeckhout, Caroline (2005)
    • Revue de la littérature relative au financement des jeunes entreprises innovantes

      Manigart, Sophie; Collewaert, Veroniek; Standaert, Thomas; Devigne, David (2014)
    • Reward taxation in Belgium. Practices, experiences and opinions

      Baeten, Xavier; Van Steerthem, Angie (2020)
      Companies are pressing for phasing out non-statutory benefits in combination with lower taxes on fixed and variable salaries Belgian companies are very dissatisfied with the fiscal and parafiscal levies on salaries. In particular, they are frustrated with the high taxation on fixed and variable salaries and the approach to taxation of the mobility budget. Only the taxation of supplementary pensions can count on any support. With a view to the future, many companies are arguing for extensive reforms, with as the basic principle a downscaling of the profusion of fiscal and parafiscal schemes for non-statutory benefits in combination with lower levies on the fundamental elements, and in particular, the fixed and variable salaries. These are the main findings of a detailed study on the taxation and social security of various remuneration tools by Vlerick Business School's Centre for Excellence in Strategic Rewards. As a result of the collaboration with the employers' organisations VBO and Voka, legal services provider Claeys & Engels, and HR services provider Hudson, no less than 293 companies participated in the study. The study covered three points, namely the satisfaction with the current income tax system, the obstacles companies are experiencing, and preferences for the future. One of the survey’s main findings is that only 6% of the companies are satisfied with general payroll taxes from both a fiscal and parafiscal point of view, regardless of the size of the company. The respondents’ main criticisms related to the high taxes and advance levies on cash (including holiday pay and end-of-year bonus) and variable remuneration. They also pointed out that there are too many different systems—no less than 35 for various non-statutory benefits. Moreover, there is a difference in treatment in indirect taxation (personal income tax and corporation tax) and social security. There were also many specific criticisms about the mobility budget, such as its complexity, the impossibility of including the mobility budget in an overarching approach of flexible rewards, the absence of some mobility instruments in the mobility budget, and the fact that this scheme is much less attractive if the company is not located in an area that is easily accessible by public transport. The study also looked at the tax treatment of 35 non-statutory benefits, examining how many companies are using them and how satisfied they are with them. The top 3 most commonly used and most appreciated benefits are company bicycles, hospitalisation insurance, and meal vouchers. At the other end of the spectrum, the researchers found that the schemes involving the reimbursement of contributions to the third pension pillar (known as pension savings schemes), share-related remuneration, private PC schemes, and intellectual property are used less and that the level of satisfaction with these is consistently below 50%. As regards the preferences for the future, there is a clear need for extensive reforms, as only 3% of respondents want to retain the current payroll taxes. However, they are aware that these reforms cannot be straightforward reductions, and they are prepared to drop the favourable tax regime of many non-statutory benefits in exchange for lower taxation of fixed and variable salaries. Furthermore, there are loud calls to allow employees to make extras contributions to their pension plans (e.g. from their variable salaries). This would be a type of second pillar ‘plus’, under favourable conditions, and in any case more favourable than under the current scheme. Finally, the participating companies are cautiously enthusiastic about the system of unlimited social security contributions combined with limited benefits.
    • Risico, sparen, verzekeren, zorg : kwantitatief onderzoek

      Baeten, Xavier; Van den Berghe, Lutgart (1996)
    • Rising star monitor. The many faces of growth. Results 2018

      Collewaert, Veroniek; Manigart, Sophie; Subotic, Marjana (2018)
      The Rising Star Monitor is part of the Entrepreneurship 2.0 initiative. Entrepreneurship 2.0 was launched by Vlerick Business School in collaboration with Deloitte Belgium to develop state-of-the-art knowledge about the key issues young, high-potential ventures struggle with. It also runs knowledge and community-building programs for entrepreneurs who are in the midst of tackling important scaling challenges with their ventures.
    • Risk and peformance: Embedding risk management

      Ashby, Simon; Bryce, Cormac; Ring, Patrick (2019)
      A new report from ACCA (the Association of Chartered Certified Accountants) uncovers how board-level risk management activities vary in organisations as a result of internal and external factors. The report, Risk and performance: Embedding risk management, highlights common challenges and good practices to overcome risk management difficulties. The research was conducted by Professor Simon Ashby (Vlerick Business School), Professor Cormac Bryce (Cass Business School) and Professor Patrick Ring (Glasgow Caledonian University). The study combines findings from four in-depth case studies including interviews as well as a review of current academic literature. The insights were consolidated to create the ‘risk gearbox’, a conceptual model for embedding risk management in organisations. It shows how formal and informal risk management mechanisms combine to create ‘strategic thrust’ to support the board decisions on strategic risk taking and control. There are also a number of recommendations for organisations looking to improve the effectiveness of their risk management arrangements.
    • Risk and the strategic role of leadership

      Ashby, Simon; Bryce, Cormac; Ring, Patrick (2018)
      Risk and risk management have always been at the heart of concerns about leadership. In this report, we explore the role of boards in the risk management of the organisations they lead.
    • Risk culture in financial organisations

      Power, Michael; Ashby, Simon; Palermo, Tommaso (2013)
      Interest in the cultures of organisations and their effects on management practices goes back many years and there is an extensive body of scholarship on this topic. Yet this interest has increased dramatically in the period since 2008. The debate is led by the world of practice, particularly in the financial services sector. Furthermore, a new twist in the vocabulary of culture has taken place and companies, advisors and regulators now seem to have a specific focus on something called risk culture.