Vlerick Expertise in General Management

Vlerick faculty and researchers are specialised in a broad variety of management domains and sectors. Within their fields of expertise they carry our research projects that contribute to the business world by providing new insights, tools and concepts. Translating this knowledge into Vlerick management development programmes, customised programmes and management advice is key. In addition to conducting research that contributes to fundamental academic knowledge, our faculty and researchers also carry out practice-based research for organisations. This way they directly add value to the strategic direction and operational excellence of the organisation.

Within the broad field of general management we offer you a selection of articles, book reviews, video’s and podcasts to stay up to date on the relevant outcomes of our recent research. We have selected and summarised the main findings from academic publications, working papers and books relevant for you as a modern manager.

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  1. Sweet dreams are made of this… The success of Belgian chocolate exports

    Belgian chocolates are world famous. Together with Switzerland, Belgium is internationally known as the country of chocolates. Belgian chocolatiers win many international awards. Belgium is also the largest chocolate exporter in the world, exporting over 1 billion € of the sweet stuff every year. Based on very detailed export data in the period 1998-2010, researchers Filip Abraham, Zuzanna Studnicka and Jan Van Hove unravel the DNA of Belgian chocolate exporting firms and identify the factors that drive their export strategies.

  2. Distance matters

    If General Motors’ headquarters had been in Belgium, Opel Antwerp would not have been closed. Or would it? Why are managers more reluctant to downsize nearby affiliates than distant ones? Vlerick Professor Filip Abraham, together with researchers at the KU Leuven, investigated whether decisions to downsize taken by multinationals are affected by the geographical distance between headquarters and subsidiaries. Their results were published in a paper entitled “Staying Home or Moving Away? Restructuring Efforts within Multinational Enterprises”.

  3. Cross-disciplinary innovation in higher education: the time is now!

    Making entrepreneurial Flanders more creative and creative Flanders more entrepreneurial - how do you tackle this challenge? By bringing together two groups of people in society who can learn from one another and have complementary skills. And what better way to start with than students. By doing away with the traditional distinction between students from business disciplines and students from creative disciplines you can create a mindset that will continue when they work together later in the business world.

  4. Cover"performance excellence"

    Managing for Performance Excellence

    How do you expand your organisation in a sustainable manner? A great many companies have been forced by the crisis to confront this question, often in painful circumstances. But alternative approaches are also possible, and performance management can help. The only problem is that many businesses are still struggling with putting it into practice. ‘Managing for Performance Excellence’ by Vlerick professors Regine Slagmulder, Kurt Verweire and Koen Dewettinck takes a fresh and practical look at the matter.

  5. logo Amcham Belgium

    US Investments in Belgium - the 2010 report

    This 2010 edition of the Belgium’s Annual Report on United States Direct Investment in Belgium examines the structure and evolution of the activities of US-owned affiliates operating in Belgium. In addition, the report reviews major trends in the level of US direct investment in Belgium as well as in global direct investment flows. This report is a joint effort by the American Chamber of Commerce and Vlerick Leuven Gent Management School.

  6. Vitality

    Change strategy: should you pre-programme change or let it branch off?

    Globalisation, the explosion of technology, rapidly changing laws that keep piling up, increasing consumer demands, takeovers and mergers, periods of crisis… what all these things have in common is that processes of change are becoming increasingly frequent and intense. We have no doubt that organisations are continually subject to change. The question remains how we can best deal with change to obtain a committed change process.

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