• Linking job motivating potential to frontline employee attitudes and performance: testing the mediating role of psychological empowerment

      Dewettinck, Koen; Buyens, Dirk (2006)
      In this study, we relate job motivating potential to frontline employee job satisfaction, affective commitment and performance levels and test the mediating role of psychological empowerment. Based on a sample of 1129 employee - supervisor dyads, we found that employee psychological empowerment fully mediates the relationship between job motivating potential and the outcome variables. Our findings confirm the importance of job design approaches to empowering employees. Next to proposing potential avenues for further research, we discuss some suggestions on how to put job redesign strategies into practice. Keywords: empowerment, job motivating potential, employee performance, mediation
    • Linking supply chain performance to value creation

      Slagmulder, Regine; Van Wassenhove, L. (2006)
    • Low-cost import competition. Do small firms respond differently?

      Colantone, Italo; Coucke, Kristien; Sleuwaegen, Leo (2010)
    • Making competencies cross business unit boundaries: the interplay between inter-unit coordination, trust and knowledge transferability

      Willem, Annick; Buelens, Marc (Vlerick Business School, 2003)
      The strategic value of knowledge sharing has long been recognized but valuable competencies are too often locked in one business unit. This paper provides insight into the role of organizational factors in spreading complex bundles of knowledge among business units. A study in a British multinational confirms the importance of knowledge transferability, headquarters' role, the close relationship between standardization and knowledge sharing, and the ambiguous role of informal networking.
    • Making sense of a new employment relationship: psychological contract-related information seeking and the role of work values and locus of control

      De Vos, Ans; Buyens, Dirk; Schalk, M.J.D. (René) (Vlerick Business School, 2003)
      This paper explores the information-seeking behaviors newcomers engage in relating to their psychological contract and addresses the impact of work values (Autonomy, Advancement, Group Orientation and Economic Rewards) and Work Locus of Control. We propose that these individual characteristics could explain differences in the frequency with which newcomers search for information about the promises their employer has made to them. A two-wave longitudinal study was conducted in which 527 newcomers from eight organizations (representing 3 sectors) participated. The results largely support the proposed relationships between work values and contract-related information seeking, while the relation between Work Locus of Control and contract-related information seeking is rather weak. Implications for psychological contract formation are discussed.
    • Managerial learning from on-the-job experiences: an integrative framework to guide future research

      Wouters, Karen; Buyens, Dirk (2006)
      Both scholars and practitioners increasingly attest to the importance of developmental on-the-job (OTJ) experiences as the primary source of managerial learning. However, there is no single theory of managerial OTJ learning, several elements are missing in the conceptualization of the developmental OTJ experience construct, no comprehensive nomological network of the construct has been developed so far, and the underlying mechanisms explaining the relationship with relevant learning outcomes have not been examined in depth. In response to these shortcomings, current paper proposes an integrative framework of managerial learning from developmental OTJ experiences. First, we suggest developing a better understanding of the developmental OTJ experience construct by considering it from a scope beyond the managers' job assignments, by also including more quantitative measures of OTJ experience and by looking further than the current job. Next, the central variable of interest is linked to individual and situational variables that influence directly the extent to which managers are confronted with developmental OTJ experiences as well as involve conditions that enhance or inhibit managerial learning (i.e. moderating mechanisms). Finally, our model emphasizes the importance to take into account relevant mediating mechanisms in order to fully understand the impact of OTJ experiences on managerial learning. Building on our model, we conclude with a discussion of promising avenues for future research.
    • Managing the design-manufacturing interface

      Vandevelde, Anneke; Van Dierdonck, Roland; Clarysse, Bart (Vlerick Business School, 2002)
      This article describes the major barriers across the design-manufacturing interface and examines ways to overcome them to achieve a smooth production start-up. An integration model reveals that formalization facilitates a smooth production start-up. Independent of the degree of formalization during the early development stages, a formal approach is preferred when the new product is introduced into production. Another facilitating factor is the empathy from design towards manufacturing, which can be stimulated by managerial actions. Although the complexity and newness of product and technology hinder a smooth production start-up, their effect seems to vanish by introducing formalization and by striving for a design team that has empathy towards manufacturing.
    • Managing the psychological contract of graduate recruits: a challenge for human resource management

      Buyens, Dirk; De Vos, Ans (UGent, Fac. Economie & Bedrijfskunde, 2001)
    • Managing with style: a qualitative study on how cognitve styles influence managerial behaviour

      Cools, Eva; Van den Broeck, Herman (2006)
      Our study aims to contribute to an enhanced understanding of how cognitive styles, being individual preferences for perceiving and processing information, influence managerial behaviour using a qualitative approach. Based on content analysis of written testimonies of 100 managers, we found interesting differences between managers with a knowing, planning, and creating style with regard to both task-oriented behaviour (decision making) and people-oriented behaviour (conflict management, interpersonal relationships). Although the tasks of different managers are largely the same, our study demonstrates that not all managers execute their job in the same way. Our results complement previous quantitative research on the link between cognitive styles and managerial behaviour. Although there is a wide theoretical and empirical interest in cognitive styles, qualitative studies that might provide further support to the practical relevance of cognitive styles for organisations is currently lacking. Because of the pivotal role of strong management and executive leadership on employee attitudes and financial performance, it is important to better understand the manager's characteristics. Our results may contribute to increased managerial self-awareness about the impact of their individual preferences on their management style. Keywords: cognitive styles, managerial job, qualitative study
    • Market feedback, cost system choice and competitve pricing: the advantage of not being a leader

      Cardinaels, Eddy; Roodhooft, Filip; Warlop, Luk; Van Herck, Gustaaf (Vlerick Business School, 2004)
      This study experimentally investigates the value of cost report accuracy in an interactive pricing context. Market agents received feedback about their own profits via either a volume-based costing or a more accurate activity-based costing report. They also received a typical market report containing the performance of their rivals. While prior work suggested that market discipline and learning from salient competitors can overcome performance decrements due to inaccurate costing, our results imply that the corrective nature of market feedback depends on the decision maker's role in the competitive play. Compared to other participants, decision makers endowed with the role of a 'reputational' market leader are less effective in screening available market feedback because they predominantly fixate on their own cost data. Even when receiving biased volume-based costing, reputational leaders ignore valuable market signals of opponents having access to more accurate cost data. Consequently other market players can take advantage of them.
    • Measurement bias due to response styles: a structural equation model assessing the effects of modes of data-collection

      Weijters, Bert; Schillewaert, Niels; Geuens, Maggie (Vlerick Business School, 2004)
      This paper validates measures of response styles as latent variables using structural equation modeling. Next to measurement validation the main objective is to assess whether different modes of data collection bring along measurement bias due to response styles. Results indicate that Internet panel and telephone survey respondents do not show a higher yeah-saying tendency than do people responding to a postal mail survey. Participants in web panel surveys also use the range of rating scales similarly compared to postal mail participants. Telephone survey respondents used a wider range of rating scale options. This may be due to primacy and recency effects of the response options. Internet pop-up surveys seem to lead to more yeah-saying, while respondents also use a narrower range of the rating scale.
    • Meta-heuristic resource constrained project scheduling: solution space restrictions and neighbourhood extensions

      Debels, Dieter; Vanhoucke, Mario (2006)
      The resource-constrained project scheduling problem (RCPSP) has been extensively investigated during the past decades. Due to its strongly NP-hard status and the need for solving large realistic project instances, the recent focus has shifted from exact optimisation procedures to (meta-) heuristic approaches. In this paper, we extend some existing state-of-the-art RCPSP procedures in two ways. First, we extensively test a decomposition approach that splits problem instances into smaller sub-problems to be solved with an (exact or heuristic) procedure, and re-incorporates the obtained solutions for the sub-problems into the solution of the main problem, possibly leading to an overall better solution. Second, we study the influence of an extended neighbourhood search on the performance of a meta-heuristic procedure. Computational results reveal that both techniques are valuable extensions and lead to improved results.
    • Mobilizing cities towards a low carbon future: tambourines, carrots and sticks

      Meeus, Leonardo; Delarue, Erik (Florence School of Regulation, 2011)