Now showing items 1-20 of 5947

    • A heuristic procedure to solve the project staffing problem with discrete time/resource trade-offs and personnel scheduling constraints

      Van Den Eeckhout, Mick; Maenhout, Broos; Vanhoucke, Mario (Pergamon Press, 2019)
      Highlights • Project staffing with discrete time/resource trade-offs and calendar constraints. • An iterated local search procedure is proposed. • Different problem decomposition techniques are applied. Abstract When scheduling projects under resource constraints, assumptions are typically made with respect to the resource availability and activities are planned each with its own duration and resource requirements. In resource scheduling, important assumptions are made with respect to the staffing requirements. Both problems are typically solved in a sequential manner leading to a suboptimal outcome. We integrate these two interrelated scheduling problems to determine the optimal personnel budget that minimises the overall cost. Integrating these problems increases the scheduling flexibility, which improves the overall performance. In addition, we consider some resource demand flexibility in this research as an activity can be performed in multiple modes. In this paper, we present an iterated local search procedure for the integrated multi-mode project scheduling and personnel staffing problem. Detailed computational experiments are presented to evaluate different decomposition heuristics and comparison is made with alternative optimisation techniques.
    • Entrepreneurship through acquisition (1): MBOS and MBIS

      Meuleman, Miguel; Vanoorbeek, Hans (Cambridge University Press, 2018)
      This chapter will provide insights on an alternative path to entrepreneurship, i.e. entrepreneurship through acquisition.
    • Monitoring tactics and key metrics

      Brinckmann, Jan; Meuleman, Miguel; Witt, Peter (Cambridge University Press, 2018)
      Investors in startups need to know what is going on in the companies.
    • How to position yourself as a Fintech Ninja

      Holvoet, Tine (2018)
      Real change is not merely loading or updating, but upgrading financial services.
    • The view of angels from above: Angel governance across institutional environments (Accepted)

      Collewaert, Veroniek; Filatotchev, Igor; Khoury, Ted (Academy of Management, 2018)
    • A better way to share the gains of collaborative shipping

      Boute, Robert; Van Steendam, Tom (Peerless Media, 2018)
      Collaborative shipping typically leads to cost savings. However, it's not always easy to determine each partner's contribution to the gains and to share them accordingly. An industry-oriented method has been tested in a set of pilots and promises to be fair, transparent and not overly complex.
    • Digital probes as opening possibilities of generativity

      Jarvenpaa, Sirkka; Standaert, Willem (Association for Information Systems, 2018)
      The information systems research on generativity promises unprompted, innovative inputs from uncoordinated audiences, whose participation with heterogeneous technological resources generates diverse outputs and opens new possibilities. The question is how to perpetuate the openness on which the outputs of generativity rely. We advance, as a potential mechanism of generativity, the concept of digital probes, which leverage human and technological resources in hybrid digital and physical environments. The aesthetically rich probes challenge values, identities, and practices, cultivating emotional tensions that can reveal previously unexplored and unimagined possibilities, resulting in novel ideas, thoughts, and expressions. The new possibilities reveal what is hidden; reconfigure practices; cross-appropriate technological and social resources; and thereby further expand what can be experienced, viewed, and imagined. Further, the new possibilities draw new actors that again view things differently and seek different experiences, thus fueling emotional tensions that in turn open new possibilities, without settling them. We illustrate digital probes and their effects at Formula E. Formula E is a new motorsports venture that leveraged eSports, social media, crowdsourcing, and driverless cars in digital probes to reveal and examine previously unimagined possibilities of what the world of motorsport could be in the digital era. We end by exploring future research directions.
    • Relocation to get venture capital: a Resource dependence perspective (Published Online)

      De Prijcker, Sofie; Manigart, Sophie; Collewaert, Veroniek; Vanacker, Tom (Sage, 2017)
      Using a resource dependence perspective, we theorize and show that non-venture-capital-backed ventures founded in U.S. states with a lower availability of venture capital (VC) are more likely to relocate to California (CA) or Massachusetts (MA)—the two VC-richest states—compared to ventures founded in states with a greater availability of VC. Moreover, controlling for self-selection, ventures that relocate to CA or MA subsequently have a greater probability of attracting initial VC compared to ventures that stay in their home state. We discuss the implications for theory, future research, and practice.
    • Combining EDM and EVM a proposal simplification for project time and cost management

      De Andrade, Paulo André; Vanhoucke, Mario (Mundo Press, 2017)
      Earned value management (EVM), a technique mainly used to manage project cost, was developed during the second half of the twentieth century by an agency of the USA government. It was enriched, at the beginning of the current century, with an extension named earned schedule (ES) (Lipke, 2003), which added to EVM the capability to manage the project schedule. In 2014, earned duration management (EDM), a novel, and monetary value free technique for project schedule management, was proposed by Khamooshi and Golafshani (2014). Earned duration (ED), the project schedule indicator from EDM uses only activity dates and durations from EVM, and aims at replacing ES. By not using cost as a proxy for time, ED overcomes one of the most criticized aspect of ES. This paper intends to (i) compare ED with ES to learn some fundamental lessons, (ii) propose the combination of ED and planned value (PV) from EVM to produce an EDM-based project-level earned value (EVd), and (iii) assess the adequacy of EVd as an alternative to earned value (EV) from EVM in project time and cost management. The comparison between the project real cost and both EVM and EDM-based independent estimates at completion, on a set of real projects, was the vehicle for assessing the adequacy of EVd as a viable alternative to EV. Workload avoidance by replacing activities earned value calculations with the simpler and more consistent determination of the activities earned durations, and the enhanced visibility of potential schedule problems caused by lower cost/duration ratio activities, are benefits that EVd offers to project managers.
    • Shifting focus: Antecedents and outcomes of proactive feedback seeking from peers

      De Stobbeleir, Katleen; Ashford, Susan; Zhang, C. (Sage, 2018)
    • Retail. De digitale hysterie voorbij. Ontwikkel en implementeer een winnende strategie als retailer of merkfabrikant

      Van Ossel, Gino (LannooCampus, 2018)
      De digitale revolutie heeft de klant veeleisender dan ooit gemaakt. Snelheid, transparantie en hyperpersonalisatie zijn de norm. Steeds meer merkfabrikanten verkopen in eigen winkels en webshops rechtstreeks aan de consument. Ondertussen kondigen nieuwe technologieën een volgende schokgolf aan. In dit boek introduceert Gino Van Ossel het concept optichannel, waarmee hij retailers, merkfabrikanten en dienstenbedrijven voorbij de digitale hysterie leidt. Met herkenbare voorbeelden is het een realistische kijk op retail en een praktisch kader om een succesvolle strategie uit te zetten die winst, competitiviteit en klantgerichtheid combineert.
    • When social comparison is not always motivating for goal achievement (Accepted)

      Chan, Elaine; Briers, Barbara (Journal of Consumer Research Inc., 2018)
    • Een eenvoudig raamwerk voor IT-strategievorming in een lokaal bestuur

      Van den Bergh, Joachim; Viaene, Stijn (Vlaamse Vereniging voor Bestuur en Beleid vzw in samenwerking met uitgeverij die Keure, 2018)
      Vele lokale besturen in Vlaanderen kampen met een lage IT-maturiteit, gebrekkige of onbestaande IT-strategieën en beperkte affiniteit van de beleidsvoerders met digitale technologieën met een hoge ontwikkelingssnelheid. Plaats deze vaststelling in de context van schaarse middelen en een verregaande digitaliseringsnood en ambitie van de overheid en de uitdaging voor (in het bijzonder kleine en middelgrote) besturen wordt tastbaar. Een aantal lokale besturen dreigt vast te lopen in het reactief en ad hoc aanpakken van hoogdringende problemen. Het Provinciaal Intern Verzelfstandigd Agentschap (piva) eGOV ontwikkelde een nieuwe dienstverlening voor de steden en gemeenten in de provincie Oost-Vlaanderen om de achterstand om te buigen door middel van een eenvoudige aanpak om een lokale IT-strategie te formuleren. Concreet biedt de nieuwe dienstverlening een antwoord op de basisuitdaging voor elk lokaal bestuur om keuzes te maken voor IT, met digitale transformatie van de overheid als context. De aanleiding was het nieuwe aanbod van piva eGov (deels gefinancierd door VVSG) als opvolgingstraject voor die besturen die zwak tot matig scoorden in de I-monitorbevraging (Vlaamse IT audit). Piva eGov heeft dit aangegrepen om een nieuwe dienstverlening uit te bouwen, met een nieuwe manier van werken voor zichzelf en haar klanten. De doelstelling was om via een gefaciliteerd proces strategische en operationele keuzes voor IT in een lokaal bestuur te faciliteren, met IT en business op gelijke voet. Het proces werd uitgebouwd in een vorm van Action-Design Research (ADR) (SEIN et al. 2011), dit wil zeggen parallel met de uitvoering door piva eGov, en is met succes toegepast bij vier pilootbesturen. In dit artikel presenteren we de manier van werken, de resultaten en de voornaamste leerpunten voor overheden op het regionale, provinciale en lokale niveau, met het oog op het haalbaar maken van IT-strategievorming in lokale besturen.
    • Systemic risk in the US: Interconnectedness as a circuit breaker

      Dungey, Mardi; Luciani, Matteo; Veredas, David (Elsevier, 2018)
      We measure systemic risk via the interconnections between the risks facing both financial and real economy firms. SIFIs are ranked by building on the Google PageRank algorithm for finding closest connections. For a panel of over 500 US firms over 2003–2011 we find evidence that intervention programs (such as TARP) act as circuit breakers in crisis propagation. The curve formed by the plot of firm average systemic risk against its variability clearly separates financial firms into three groups: (i) the consistently systemically risky (ii) those displaying the potential to become risky and (iii) those of little concern for macro-prudential regulators.
    • Who drives the change? Revisiting the CEO's strategic commitment.

      Behr, Henning; Fehre, Kerstin (2014)
      The Upper Echelons Theory has been proved to play an important role in strategic management research. Former studies have shown significant effects of CEO-specific demographic data on a firm's strategic outcome. For a further validation of those results, we reevaluate the existing results based on the concept of the commitment to the status quo (CSQ) on a German sample. Furthermore, we extend past research and investigate the impact of selected characteristics of CEO turnovers on CEOs' strategic commitment. We find evidence that supports existing findings about antecedents of CSQ, i.e. CEO tenure and past performance are good determinants for CEO's CSQ. Contrariwise, the influence of other factors like firm size or slack resources has to be reconsidered in international context. Our results further suggest that especially newly appointed CEOs after a forced turnover have the lowest commitment to current strategies and therefore the largest potential to overcome organizational inertia.
    • Hampering the change: Consequences of the CEO's strategic commitment under managerial discretion.

      Behr, Henning; Fehre, Kerstin (2015)
      CEOs play a central role for the strategic outcomes of their firms. Although research has provided many insights about the factors determining CEOs' openness toward strategic changes, the consequences of these attitudes have not been sufficiently investigated. To assess the consequences of willingness for change at the CEO level, we used the concepts of Commitment to the Status Quo (CSQ) (i.e., the belief in the enduring correctness of current strategies) and evaluate its effects for strategic persistence under the moderating role of managerial discretion. Our sample is based on 178 publicly traded firms in Germany over 10 years. Our results show that CSQ at the CEO level is crucial for strategic development only in situations of sufficiently high managerial discretion. Namely, a significant impact of the CEO's mental attitude is observable only in scenarios with high product differentiability, high market growth, bad past performance, or small companies.
    • Forward-looking reporting caught between company performance and the economic situation.

      Fehre, Kerstin; Hoefer, Julia (2015)
      This research explores both the impact of company performance and economic situation on the degree of future orientation in company reporting and the textual emphasis within forward-looking statements (company-external vs. company-internal prospective information). The examination is built on annual reports of all German HDAX companies during the period from 2003 to 2012. The results of the regression analysis reveal that high profitability and an improvement in the economy lead to an increased future orientation in company reporting. Hence, companies in an advantageous position send signals of long-lasting positive developments to capital markets. Results concerning the textual emphasis of the companies' forward-looking reporting demonstrate that the degree of forward-looking external statements increases due to company's profitability and to a downturn in the economy. In contrast, the degree of forward-looking internal statements increases due to an improvement in the economic situation. Furthermore, the economic situation positively directs the relation between performance and prospective internal reporting. Thus, forward-looking reporting focuses on the company's environment more strongly only if the economic situation is in decline (problem-oriented attention control) or if the current advantageous position of the company is preserved by the consideration of potential opportunities and risks arising from the company's environment.
    • Der Realoptionsansatz als Controllinginstrument in jungen Wachstumsunternehmen

      Fehre, Kerstin (Springer, 2007)
      Auf der Basis des Rationalitätssicherungsansatzes untersucht Kerstin H. Faaß die controllingrelevanten Merkmale von JWU sowie die Anforderungen an ein Controllinginstrument in JWU und nimmt anschließend eine umfassende Kosten- und Nutzenanalyse des Realoptionsansatzes vor. Sie leitet einen Handlungsleitfaden für die stufenweise Anwendung des Ansatzes ab und zeigt Möglichkeiten zur Nutzung des Wertbeitrages des Realoptionsansatzes als Controllinginstrument in JWU auf.
    • Back to the future: Analyzing the consequences of future orientation on strategic flexibility.

      Fehre, Kerstin; Widmann, Bettina (2016)
      Referring to the attention-based view of the firm, our study addresses the relationship between executives' future orientation and strategic flexibility. We examine the impact of the future orientation of top-level managers on two distinct facets of strategic flexibility, specifically strategic flexibility as an ex ante potential and an ex post observable status. Based on panel data for large German companies from 2003 to 2011, we find empirical evidence that a higher level of future orientation leads to higher levels of both types of strategic flexibility. Especially, the influence on the ex post observable type in terms of realized strategic flexibility is highly significant. Thus, we provide additional empirical evidence for three under-researched domains: the consequences of future orientation, the antecedents of strategic flexibility, and the precise distinction of strategic flexibility.