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Systemic risk in the US: Interconnectedness as a circuit breaker(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.(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.(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.(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(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.