Our Expertise

Research – either academic or research for business – can only be valuable when shared. That’s why we translate our research into easy-to-read management articles focusing on the key insights that are relevant for you as a manager. You can select articles according to your personal interest via the knowledge domains in the menu. Enjoy your read!

New Articles

  1. Bumpy road to growth for European scale-ups

    The bumpy road to a successful scale-up: study of European scale-ups reveals 5 key challenges

    The widely held belief that European scale-ups are mainly innovative tech companies is incorrect; they can be found in all sectors and at all levels of innovation. However we can identify major differences between sectors in terms of size and growth, with scale-ups that are active in IT and consumer goods and services leading the way. Scale-ups with external investors on board are more professionally managed and have made greater progress in terms of internationalisation, innovation and talent management. All the same, attracting additional funding proves very difficult and hampers their further growth ambitions. These are some of the conclusions of the European Scale-Up Report, conducted by Vlerick Business School on behalf of Scale-Ups.eu.

  2. White paper: What is the right price?

    What is the right price?

    Pricing matters. It’s one of the most critical drivers of profit in any company. Yet it is one of the least understood. And as a business skill, the capacity to set prices strategically is also one of the most undervalued. Too often, business managers rely on gut feeling, on assumptions, past experience, experiments or simple cost-plus models to set prices.

  3. Emotion management

    Why acknowledging our emotions helps us to reap the benefits of diversity

    We’re living in an increasingly multicultural society, but people still tend to seek out the company of similar others, resulting in de facto segregated monocultural groups in which stereotypes about the other remain unchallenged. Research suggests that this is linked to emotion management, or lack thereof. Together with two colleagues, professor Smaranda Boros examined the role of emotion management in a professional multicultural setting, and its implications.

  4. Horizon scanning in a demand-driven healthcare system

    Acting with foresight in times of budget austerity

    Horizon scanning is acknowledged to be one of the key components of a demand-driven healthcare system. In this Policy Paper we propose a two-stage structure and organisation of the back-end national part of the horizon scanning process still to be implemented. This will lead to healthcare budgets managed with better foresight, a necessity in the face of breakthrough, some potentially curing therapies coming at a high cost. Taking the Belgian national component of the proposed horizon scanning system to implementation will require a pilot to be carried out. This to test the internal and external validity of the proposed design.

  5. Executive Remuneration

    Downward trend in the remuneration of CEOs of Belgian listed companies

    The CEOs of Belgian listed companies earn less than their French, German, Swiss and UK counterparts. What’s more, 40% of the Belgian companies have seen their top salaries drop over the past three years. Lastly, the CEOs receiving higher remunerations were those of companies that have fragmented shareholderships, predominantly international boards of directors, and executives with extensive networks. This was revealed in the annual survey of the salaries of the CEOs of listed companies carried out by the Executive Remuneration Research Centre.

  6. Katleen De Stobbeleir - what is the CEO disease

    What is the CEO disease?

    In this "What is" video, Vlerick Professor Katleen De Stobbeleir explains what the CEO disease is.

  7. Attracting resources with soft claims

    Can you attract resources before you’ve proved your worth? Yes, you can!

    Start-ups and young businesses aiming for growth need resources - funding, staff, material, customers and so on. But why would anyone provide resources to a small business that has nothing concrete to show for it yet? How can you convince others if you haven’t yet proved your worth? A study by Professor Sophie Manigart and her colleagues show that what are known as ‘soft signals’ can be very useful in this situation.

  8. Rising Star Monitor 2019 - focus on corporate governance

    Young Belgian growth companies should pay more attention to their governing bodies

    A company’s Advisory Board and Board of Directors can have significant impacts on its performance. However, not so many young Belgian companies with growth potential have such governing bodies. Only 8% have Advisory Boards, and one in five have Boards of Directors. Although the compositions of the Boards of Directors are relatively diverse and complementary, only one in five has independent directors. Moreover, only 16% have a female presence; compared to the US (37%) or the UK (47%), women are under-represented on Belgian Boards of Directors. On the positive side, the Boards of Directors meet much more frequently than is generally recommended, which means that these young growth companies fully exploit their expertise. These are the main conclusions of the fourth edition of the Rising Star Monitor