• Adaptive leadership: Shape your path through turbulence

      De Stobbeleir, Katleen; Peeters, Carine; Pfisterer, Matthias; Muylle, Steve (2019)
      The findings of the study are described in the white paper ‘Adaptive Leadership: shape your path through turbulence’. With the aim of providing practical relevance, the white paper also offers concrete examples from the corporate world to help other organisations and their leaders reflect on how to boost adaptiveness. One of the elements is a checklist that gives leaders recommendations on how to strengthen their adaptive leadership behaviour.
    • Does foreign direct investment crowed out domestic entrepreneurship?

      De Backer, Koen; Sleuwaegen, Leo (2002)
      In analyzing firm entry and exit across Belgian manufacturing industries, this paper presents evidence that import competition and foreign direct investment discourage entry and stimulate exit of domestic entrepreneurs. These results are in line with theoretical occupational choice models, where it is shown that crowding out of domestic entrepreneurs through foreign direct investment works through selection in product and labor markets. However, the empirical results also suggest important long term structural positive effects of FDI on domestic entrpreneurship as a result of learning, demonstration, networking and linkage effects between foreign and domestic firms which tend to moderate or even reverse crowding out effects on domestic entrepreneurship.
    • Fairness in Strategy: A Fair Process Evaluation of Strategy Schools

      Tackx, Koen; Van der Heyden, Ludo; Verdin, Paul (Insead Working Papers Collection, 2016)
    • Foreign ownership and productivity dynamics

      De Backer, Koen; Sleuwaegen, Leo (2002)
      In analyzing the distinctive contribution of foreign subsidiaries and domestic firms to productivity growth in aggregate Belgian manufacturing, this paper shows that foreign ownership is an important source of firm heterogeneity affecting productivity dynamics. Foreign firms have contributed disproportionately large to aggregate productivity growth, but more importantly reallocation processes differ significantly between the groups of foreign subsidiaries and domestic firms.
    • Low-cost import competition. Do small firms respond differently?

      Colantone, Italo; Coucke, Kristien; Sleuwaegen, Leo (2010)
    • The reorganization decisions of troubled firms: exit, downscale or relocate

      Pennings, Enrico; Sleuwaegen, Leo (2002)
      Poorly performing firms need to improve their profitability through restructuring their operations. In many cases this means downsizing by means of collective layoff of employees. Based on a unique sample of Belgian firms reporting collective layoffs this paper analyzes whether a firm dismisses all employees (exit), a significant proportion of its employees (downscaling), or closes down part of its activities and moves production abroad (international relocation). It is argued and demonstrated that the choice of downsizing approach differs depending on the strategic options and characteristics of the firm. We find that firms that downscale are more sensitive to profit changes. Relocating firms are labor intensive and move production to lower wage countries to operate more capital-intensive in Belgium in line with the comparative advantage of the country. Exiting firms are typically small and young underscoring the theory on evolutionary learning.
    • The three layers of strategy

      Verweire, Kurt; Peeters, Carine (2018)
      In the past, strategy was simple. You could identify a profitable industry, build a competitive advantage and then protect that advantage at all costs. But in today’s complex and turbulent world, traditional models don’t always apply. Rather than focus on building a sustainable advantage, today’s organisations need to be flexible and agile – ready to move rapidly from one advantage to the next. They need to experiment and innovate. And managers who want to build a sound business strategy need to think in the present, the near future and the further-away future – all at the same time. This white paper examines different theories of strategy and combines them into a new, single, integrated approach – the three layers of strategy.
    • Your Vlerick guidebook for staying ahead of the (political) game. How to navigate office politics

      De Stobbeleir, Katleen (2017)
      Key insights: Think before you speak. Manage up to a point. Practice influence. Hone your powers of perception. Learn to network. Be sincere