CEOs of companies with a remuneration committee are paid more than their colleagues in companies without remuneration committees. The shareholder structure also plays an important role in CEO remuneration. In companies with a fragmented shareholder structure, CEOs earn more than in companies with a concentrated shareholder structure. These are the main conclusions of a recent doctoral thesis produced by Xavier Baeten (Vlerick Leuven Gent Management School) at the Ghent University from a survey of 298 quoted companies in Belgium, the Netherlands, France and Germany.
Posted on Thursday, February 09, 2012
Over the years, numerous studies have reported that female managers score better than male managers in the areas of empathy, communication and collaboration. Now, recent research conducted by Prof. Katleen De Stobbeleir and researcher Céline Claus of Vlerick Leuven Gent Management School shows that they score better for coaching, stakeholder management, handling diversity and results-orientation as well.
Posted on Wednesday, February 08, 2012
The venture capital (or: VC) industry is often very heterogeneous in Europe, where independent, private investors operate alongside government, corporate or bank-related investors. Local players invest alongside international investors. Entrepreneurs often assume that the source of money is not important, but the different types of venture capital each have their own specific impact on the businesses they invest in, each with their specific advantages and disadvantages. Entrepreneurs therefore have to make well-considered choices.
Posted on Thursday, February 02, 2012
Every manager demonstrates a unique set of qualities, skills and values through their behaviour. But certain common factors have a bearing on how effectively they manage themselves and their subordinates. These are the findings of researchers at Vlerick Leuven Gent Management School in Flanders, after undertaking a study of how cognitive style influences managerial behaviour, specifically around decision-making, conflict-handling and feedback.
Posted on Tuesday, January 31, 2012
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
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