A review of research reveals that little has been done on the relation between Human Resource Management (HRM) and Supply Chain Management (SCM). This is surprising, when you think about it, because the better people are managed within and between organisations in supply chain relationships the better the supply chain functions.
Posted on Friday, January 13, 2012
The Production Dice Game is a powerful learning exercise that demonstrates the impact of variability and dependency on throughput and work-in-process inventory. The insights obtained by playing the game can also be extended to a service or supply chain context. This article presents an overview of the dice game and the four extensions the authors have made to the game to reflect real-life characteristics more accurately.
Posted on Thursday, December 22, 2011
Between 1993 and 2005, Sabaf – a world-leading manufacturer of components for domestic gas cooking appliances – went through a transformation process to develop a strategic approach to Corporate Responsibility (CR) that embedded social, environmental and governance values into its organisation, its approach to business and its overall performance.
Posted on Tuesday, December 20, 2011
Compared with our neighbouring countries, Belgium does not rank first as regards the level of top salaries. When comparing the remunerations of CEOs in similar companies of the same scope and listed on the stock exchange, the United Kingdom is number one, followed by Germany. Such is the conclusion of a recent survey carried out by the Executive Remuneration Research Centre at Vlerick Leuven Ghent Management School on the salaries of top managers.
Posted on Wednesday, December 14, 2011
This case presents the approach taken by ING Belgium’s Marketing department to build operational and analytical competency with the ambition of playing a leading role in the strategic transformation of the business. Students are invited to evaluate the bank’s achievements up to the time this case was written and to discuss the issues and challenges facing this ambitious Marketing department.
Posted on Thursday, December 08, 2011
Strategic alliances have become a common feature of supply chains, with managers of companies along the chain integrating their processes to enhance competitiveness. Yet research shows that alliances do not guarantee success – and little is known about why some strengthen the market position of the partners while others do not. Evelyne Vanpoucke and Ann Vereecke set out to understand which aspects of an alliance are more likely to deliver success. This article explores how behavioural features of an alliance – such as trust and commitment, and how partners communicate and manage the relationship – impact performance.
Posted on Saturday, December 03, 2011
Managers have used Business Analytics (BA) – which is a subset of business intelligence (BI) – to inform their decision making for years. Recent studies point to its growing importance, not only in analyzing past performance but also in identifying opportunities to improve future performance. As business environments become more complex and competitive, managers need to be able to detect – or, even better – predict trends and respond to them early. Companies are giving business analytics increasingly high priority in hopes of gaining an edge on their competitors.
Posted on Thursday, November 17, 2011
Entrepreneurs may exhibit common characteristics and cognitive styles. But are they unique? And can they be learned? A new study provides employers and investors with fresh perspectives.
Posted on Wednesday, November 09, 2011
In a recent working paper, Dr Elisabeth Van Laere and Prof Bart Baesens provide a comprehensive analysis on the credit ratings of banks by Moody’s and Standard & Poor’s (S&P). More specifically, the research team has investigated how different factors influence the assignment of S&P and Moody’s long term bank ratings using a unique data set covering different regions, bank sizes, and bank types. By including new bank and country specific variables, the authors clearly show that Moody’s and S&P’s bank ratings are based on different input parameters.
Posted on Monday, October 03, 2011
How might compatibility between cognitive style and cognitive climate influence individual job satisfaction and loyalty to employers? A study by researchers at Vlerick Gent Management School shows that employees with a creating-oriented cognitive style (typically intuitive and receptive to change or new ideas) are more likely to want to change jobs if they find the predominantly cognitive climate not to their liking. But those with a knowing-oriented style (logical and objective) or planning-oriented style (structured and orderly) are less likely to make a dash for it. However, cognitive style and cognitive climate appear to have separate influences on people’s attitudes to their work – which means that, regardless of the predominance of one climate over another, understanding those relationships is essential for job design, selection, assessment, training and workforce planning.
Posted on Friday, September 16, 2011
As an academic business school, we want to support the business community. And what better way is there than sharing our research expertise in multiple management domains with you? On this platform we offer you publications, articles, opinions and books of our very own faculty & researchers! You can read, watch videos and listen to podcasts. More importantly you can reply, ask questions and comment. Let’s start the discussion!
Seeking the configurations of digital ecodynamics: it takes three to tango
Simulation FAST – Finance & Accounting Simulation Tool
The Resourceful Paradox - interview with Prof. Marion De Bruyne
Professor Herman Van Den Broeck discusses Cognitive Styles in Leadership