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. Variable remuneration for top managers may have negative impact on profit

    If companies want to boost their short-term profitability, the best way to do it is to grant a high remuneration level and commit strongly to incentives such as bonuses and share-related reward schemes. It is striking, however, that this has a boomerang effect on the company’s longer-term financial performance. As it turns out, high variable pay and a strong emphasis on profitability criteria have a negative impact on company profits. This is a remarkable finding in the annual survey of top salaries by the Executive Remuneration Research Centre.

  2. European emergency health fund is needed to limit the impact of future crises

    The unprecedented public health crisis caused by COVID-19 overstretched the structures and mechanisms of the European Union, in particular those that deal with emergencies. There is a need for deeper union and collaboration across the European health care sector, as well as a need for a significant financial cushion for rapid and predictably increasing funding. In their new policy paper, Professor David Veredas, Professor Simon Ashby and doctoral researcher Dimitrios Kolokas propose the creation of an Emergency Health Financing Facility (EHFF), which would limit the impact of a future crisis on the EU and its member States.

  3. Only 38% of entrepreneurs starting high potential ventures also have high growth ambitions

    The 2020 Rising Star Monitor reveals that about one in two high-growth ventures are entirely internally funded. Over 90 percent of young, high-potential ventures which had not used external funding did not even apply for it. About three in four ventures do not do so because they believe they do not need it. Beyond that, entrepreneurs don’t apply for bank financing because they don’t think they have enough financial history, they see the application process for subsidies as too cumbersome, fear losing control with venture capitalists and angels, and they consider crowdfunding as too time consuming.

  4. Europe's electricity markets: why they are the way they are

    The title of Professor Leonardo Meeus’ new book speaks for itself. ‘The Evolution of Electricity Markets in Europe’ describes the evolution of the electricity market since liberalisation began in the late 1990s. What have the most significant challenges been? What solutions were found and how have these solutions led to new problems that needed new solutions of their own?

  5. What is... your reflected best self?

    We often get the advice to just be ourselves. However, it requires a large amount of self-knowledge to know who you are authentically. Your reflected best self is your individual mental picture of the qualities and characteristics that are on display when you are at your best. But how do you construct this mental picture? And what are the trigger events that contain new pieces of information to add to the picture? Professor and Dean Marion Debruyne explains.

  6. How to determine the hospital treatment costs for breast cancer patients?

    Healthcare costs are on the rise globally. And factors such as the increase in aging population, advancement in medical technology, and the current reimbursement system contribute to this rise. In addition, we see a lack of cost transparency and understanding centred around costs. A new study by doctoral researcher Erin Roman, Professor Brecht Cardoen and Professor Filip Roodhooft analyses the variability in treatment costs for breast cancer, using several patient and disease related factors, to better understand cost drivers.

  7. 10 key findings on performance and reward management in an agile environment

    Agility is an emerging key dimension of business excellence. Yet, many organisations are still struggling with implementing agile approaches in the area of performance and reward management. That’s why the Centre for Excellence in Strategic Talent Management, the Centre for Excellence in Strategic Rewards and Chair partner Hudson joined forces for a new study that results in 10 key findings, each representing a phenomenon, trend or influence currently playing in agile working contexts.

  8. What is... the competency trap?

    Is it better to invest in further developing and refining your strengths, or should you go for the tough track and overcome your weaknesses? Most of us prefer the former. Because it feels so much better to further develop what you are already good at. But by overinvesting in our strengths, we also take less time to learn other important new skills. Professor Katleen De Stobbeleir explains how to overcome this so-called competency trap.

  9. What is... the importance of trust between machines and people?

    When employees resist a new technology, one of the reasons is often the lack of trust towards machines and systems. That kind of trust is different from the trust we experience between people, as kindness and warmth are characteristics that machines lack. Research by Professor Karlien Vanderheyden on planners and planning systems shows which factors can help building more trust towards machines.

  10. Only six out of 100 Belgian companies are satisfied with the current income tax system

    Belgian companies are very dissatisfied with the fiscal and parafiscal levies on salaries. In particular, they are frustrated with the high taxation on fixed and variable salaries and the approach to taxation of the mobility budget. Only the taxation of supplementary pensions can count on any support. With a view to the future, many companies are arguing for extensive reforms, with as the basic principle a downscaling of the profusion of fiscal and parafiscal schemes for non-statutory benefits in combination with lower levies on the fundamental elements, and in particular, the fixed and variable salaries. These are the main findings of a detailed study by Professor Xavier Baeten on the taxation and social security of various remuneration tools.

  11. Digital talent markets promote internal mobility

    In these turbulent times, it is more important than ever for organisations to have the right person in the right place at the right time. However, it is also good for employees to change roles regularly within the organisation: this gives them the opportunity to develop, learn new things and work with new people. In his PhD, Philip Rogiers investigated how the internal mobility of employees could be further improved. Although he studied this in a government context, his conclusions apply to all kinds of organisations.

  12. What is... Explainable Artificial Intelligence?

    Planning systems are increasingly powered by Artificial Intelligence, making demand plans and forecasts more accurate, and supply chain plans more reliable. However, the more complex these systems are, the more difficult it is for humans to understand the output that is generated by the system, and to accept the proposed decisions. The lack of transparency causes our trust in the system to suffer. Professor Ann Vereecke shows how Explainable artificial intelligence is specifically designed to prevent this black box phenomenon from happening.

  13. The blinded society: do we really need a catastrophe to make progress?

    How does a society learn? And most importantly, why do we so often learn the wrong things? What blinds us? These are questions that are asked surprisingly little. In this book, organisational expert and emeritus professor Marc Buelens presents a razor-sharp analysis of how societies shoot themselves in the foot all too often. He explains how the three draught horses of our society – science, economics and politics – always seem to keep trotting on no matter what… and how they threaten to trample our ‘sheltered’ systems, such as culture, purpose and solidarity, completely as a result.

  14. Supply chain planning in the digital age

    With new, digital technologies entering the factories and the supply chain, the role of people in manufacturing and logistics is undeniably changing. Existing tasks are disappearing or changing, new tasks are emerging. But what about the planning function? How is this function being impacted by the introduction of digital technologies – and, in particular, artificial intelligence – making the planning system more advanced? This report summarises insights from interviews with decision-makers in multinational manufacturing companies.

  15. You determine your own path to success

    The only way is up; you create your own career; and leaders are born, not made. These are just three of the fifteen persistent myths that Professor Marion Debruyne and Professor Katleen De Stobbeleir expertly unravel in ‘Making your way, the (wobbly) road to success and happiness in life and work’, a book that everyone can and should read.

  16. The public sector: the natural home for vested digital leadership

    Today, the government has to rein in a health crisis on the one hand, and has to compensate for its economic impact on the other. The crisis is acting as a catalyst on top of the evolution that the sector is going through, a transformation that should serve to make the respective organisations in the sector proactive, agile machines in which new digital and organisational models play a key role. In the midst of this transformation, the need for vested digital leadership is greater than ever. LoQutus and Vlerick Business School have joined forces to explore the way in which the public sector is experiencing the changes, how it is tackling them, and where the main obstacles lie.

  17. Does imitation pay when auditing companies?

    Despite their thorough preliminary training, junior accountants often lack the knowledge and experience required to apply the law and auditing standards correctly in practice. That is why they are supervised during audit assignments by an experienced senior who gives them coaching. What role does imitation play in the relationship between the junior and senior accountant?

  18. 40 years of Chinese growth. And now?

    What path has China taken and which challenges lie ahead? Following 40 years of reforms in the Chinese economy, eight universities and business schools from China, Australia, Japan, Vietnam and Belgium organised an international conference in Ningbo, China end of 2018. Professor Filip Abraham has now brought together a selection of the conference papers in the book ‘China's Rise and Internationalization – Regional and Global Challenges and Impacts’.

  19. Electric vehicles and DSOs: working towards a joint future?

    Can the power grid meet any increased electricity demand from electric vehicles? Whether or not there is or will be an issue depends on the uptake of plug-in hybrids and all-electric vehicles. Although demand for electric vehicles is growing, mainstream adoption is still far from being achieved. Nevertheless, DSOs and regulators are already seriously considering the challenges ahead. In this white paper, you will find a round-up of findings and insights from a workshop within our DSO Chair.

  20. How do salespeople try to sell in times of Corona?

    The Covid-19 pandemic does not only affect businesses in general, but also the sales organisation. In this Business Watcher video, Visiting Professor Deva Rangarajan shares insights from a survey on how sales professionals are trying to do business in Corona times and what it means for the future of the sales profession.

  21. 10 self-reflecting questions in getting your organisation from chaos to control in post-COVID-19 reboot times

    We all know change cannot be mandated or forced. It has many aspects and these aspects count. As a change manager, you need to ask yourself some difficult questions before you set out to ‘shake things up’. And you must listen to the answers. In this ‘Business Watcher’ video, Professor of Change Management Peter De Prins raises 10 questions to consider, before you set out to make things better.

  22. How can organisations optimise their interactions with gig workers?

    The COVID-19 outbreak has forced many organisations to re-evaluate their business models and re-examine their staffing practises to stay operational within an atmosphere of financial uncertainty. Many organisations are turning to gig workers to supplement the work of their employees. As such, many managers have found themselves dealing with a different form of work arrangement. In this ‘Business Watcher’ video, PhD researcher Neveen Saied shares 3 tips to optimise your interactions with gig workers during this ongoing crisis.

  23. How to negotiate in a digital way

    How do you negotiate if you cannot touch and see each other? For years, the answer would have been: ‘don't’. However, these days, many of us do not have a choice. Research on negotiations via e-mail shows a negative impact both on the negotiation relationships as well as on the negotiation results. But what about negotiations via a screen, by means of Zoom or Teams? In this ‘Business Watcher’ video, Professor Katia Tieleman shares insights and tips.

  24. How to build a purpose-driven organisation

    To survive and excel in a volatile business context, it has been argued that organisations need to adopt a more purpose-driven approach in doing business that transcends profits. Creating and establishing such strong and shared corporate purpose, however, can be a complex process. In the whitepaper ‘The Case for Purpose: Demistifying the field’, Professor Koen Dewettinck and researcher Emmy Defever aim to provide a clear understanding of what purpose is and why it matters.

  25. Vlerick White paper - Careers of the Future

    Careers of the Future

    Vlerick’s Centre for Excellence in Strategic Talent Management has identified five career trends that have changed dramatically over the past few decades. These shifts are forcing organisations to change their approach to career development. A one-size-fits-all career path no longer exists. Instead, HR teams must provide frameworks and structures for people who want to craft their own journeys through professional life.

  26. COVID-19 vaccines: What if we don’t have enough of them?

    Vaccines usually have complex manufacturing processes and long production lead times. It is likely that we will face acute shortages in the initial period after the vaccine is produced. We will then have to rely on good targeting and rationing strategies for the quantity of vaccines available. Traditional inventory management systems using backlog or underage costs are generally improper in the human life context. Research by Professor Behzad Samii weighs out other inventory allocation mechanisms.

  27. 3 tips for gig workers to face the COVID-19 challenges

    The gig economy is very diverse, and the COVID-19 pandemic has affected some workers more than others. Food couriers are seeing more demand, whereas graphic designers, writers and photographers may have seen potential work opportunities dry up. Although some expect that once the pandemic is under control, the need for gig workers might skyrocket as delayed projects gear up into implementation, several workers have been saying that many of their near-future projects are cancelled. In this ‘Business Watcher’ video PhD researcher Neveen Saied shares 3 tips for gig workers in the Corona era.

  28. Entrepreneurs and the Covid-19 crisis: what did they do and what did they learn?

    The Covid-19 crisis has impacted firms severely. By taking quick action and by implementing the lessons learned, entrepreneurs try to minimise the damage. A research report by lecturer and Senior Researcher Yannick Dillen summarises 220 responses from a survey with members / entrepreneurs from the Impulse Centre ‘Growth Management for Medium Sized Enterprises’ (iGMO). They share insights on the impact of the crisis on their companies, the actions they took and their learning lessons from the crisis so far.

  29. Belgian acquisitions market in lockdown due to Covid-19

    The Belgian mergers and acquisitions market experienced a good and stable year in 2019. However, as a result of the Covid-19 pandemic, merger and acquisition activities are expected to decline by more than 30% in 2020. In addition, 60% of Belgian experts also expect a price drop of more than 10%. Liquidity problems in many companies could also put buyers in a strong bargaining position. Finally, the expected impact of an acquisition on future employment appears to be positive. These are the main conclusions of the seventh edition of the M&A Monitor, an annual survey of around 110 Belgian merger and acquisition specialists.

  30. What do business ecosystems mean for your company and how do they impact your role as a leader?

    New evolutions in the field of customer expectations, regulation, technology, and globalisation force organisations to rethink the way in which they set up strategic collaborations with partners. Diverse stakeholders increasingly join forces in more organic and evolving ecosystems to develop and/or offer products or services via collaboration as well as via competition. How can your organisation benefit from ecosystem thinking? And how to structure such collaboration? Read all about it in this white paper.

  31. How to devise and implement winning strategies in times of digitisation

    This research report together with PwC Belgium offers a new perspective on strategy-making in times of digitisation. By presenting concrete practices, it provides actionable insights that companies across industries can implement to devise and implement winning strategies in turbulence. Overall, we hope these insights will positively contribute to firms’ strategic transformations in these challenging times.

  32. How Covid-19 is impacting Total Rewards

    The Covid-19 pandemic is not only shaking up business thoroughly, it also has a high impact on reward management. In a series of 3 ‘Business Watcher’ videos, Professor Xavier Baeten explains how we need to (re)think about the key dimensions of total rewards, being pay, benefits and non-financial rewards. In order to turn that knowledge into action, he has developed – together with Hudson and Claeys & Engels – a downloadable Total Rewards Checklist.

  33. A continuing crisis calls for network leadership and a collaborative approach

    In uncertain times, we may tend to criticise our political and business leaders for not being prepared or for not having a plan. Of course, preparation is important, but it’s not sufficient. In this Business Watcher video, Professor Katleen De Stobbeleir says that organisations that embrace a network leadership structure are much better equipped to continuously adapt to an evolving context.

  34. What is the organisational cost of suppressing our emotions?

    These are emotionally intense times for everyone. How we – both individually as well as in organisations – work with our emotions is now more relevant than ever, and has a visible impact on our interactions, resilience and performance. Especially in the virtual world, we find it difficult to do this emotional work. That is why we very often simply choose to suppress emotions – bottle them up and pretend all is under control. But what is the cost of suppressing our emotions? And how can we work better with our emotions in organisations in this period?

  35. Flexibility is your best weapon to limit the damage from unforeseen, unexpected change

    How should we react best as a society, business or individual to the many challenges that the coronavirus poses? The extent of the impact is not only being felt in terms of health, but clearly also in the economy and society. According to Professor Brecht Cardoen, flexibility is the best weapon to limit the damage, irrespective of the change or the level at which the change is introduced. Putting flexibility into practice is most visible in the healthcare sector. However, it can also be a good strategy for other companies that are looking for suitable adjustments to the workplace.

  36. Group emotional awareness

    Group emotional awareness or how to prevent controversy turning into conflict

    For years now there has been talk about emotional intelligence, debating the role of emotions in the workplace. While researchers are increasingly recognising the importance of emotions, managers have yet to be convinced. Recent research by Professor Smaranda Boroș and colleagues shows that discussing emotions in teams is not at all a ‘soft’ approach. On the contrary, emotional awareness and emotion regulation will help teams perform better, enabling more creativity and healthy controversy.

  37. How digitisation enables petrochemical supply chain sustainability

    For three years now, The European Petrochemical Association (EPCA) and Vlerick Business School have been exploring how digitisation can add value to the petrochemical supply chain. Apart from digitisation, sustainability awareness has been gaining momentum as well. So how can digitisation minimise the ecological footprint of the petrochemical supply chain? Professor Ann Vereecke and researchers Alejandra Cabos Rodriguez and Joachim Van den Bergh summarised the conclusions of round table discussions as well as the lessons learned from desk research and expert interviews in a comprehensive report.

  38. The new way of working

    The Corona virus has an enormous impact on our daily work and the way we work together. Most of us are no longer allowed to physically go to the office and are now full-time working from home. This is radically changing our HR policies with trust becoming a crucial factor. In this Business Watcher video, Human Resources Professor Dirk Buyens gives practical advice on how to address issues emerging from working at home.

  39. Careers are not dead – we’re just traveling different roads

    In today’s world of work, careers are no longer a sequence of hierarchically ordered jobs, performed within one and the same company. Yet, for many people careers are still taking a very central role in their lives, providing them with a strong social identity and substantially influencing their overall happiness. Instead of radically abandoning career-thinking, individuals are instead changing their perceptions on how to conceptualise their professional lives, considering careers as continually evolving gatherings of work-related experiences for which every employee carries individual responsibility. In this white paper, we distinguish five evolutions in individual career development, all impacting the practice of career management.

  40. Digital transformation: how to tackle it

    In recent years, all things digital have been evolving at lightning speed. As a result, digital turbulence has become the new normal. Time to take stock and turn that turbulence into stability. What have we learned so far? What do we know? What can we take as a fact? Professor Stijn Viaene compiled years of knowledge into a book that he aptly titled Digital transformation know how.

  41. Vlerick White paper: The Truth about Finance

    The Truth about Finance

    In this white paper Prof Wouter De Maeseneire sheds a light on common misconceptions about finance. Once you know what is behind the terminology deployed in the language of finance you will agree that it is not rocket science at all.

  42. 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.

  43. Business Today: A Red Queen’s Race

    Do you remember Wonderland? It’s the setting for Lewis Carroll’s 1865 children’s novel, Alice in Wonderland. It’s a land where nothing is as it seems and where the rules change constantly. And who has the power to change the rules of the game. The Red Queen. But what does a land that was invented have to do with business today? Quite a lot, actually! The unpredictable rules of Wonderland are often used as a metaphor for today’s turbulent business environment.

  44. 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.

  45. 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.

  46. 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.

  47. 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.

  48. 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.

  49. 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.

  50. 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

  51. Gene therapy

    How to address the affordability challenge for advanced therapy medicinal products

    Advanced therapy medicinal products have the potential to offer a durable, life-changing therapeutic effect, possibly with a single administration, for patients who may have few or no alternative treatment options. However, our current Belgian healthcare system is not attuned to these breakthrough therapies, which require short-term substantial payment for potentially lifelong patient value. In collaboration with Inovigate and through dialogue with all stakeholders, Vlerick Business School presents a policy report that contains workable solutions for expensive but curing therapies.

  52. Business Watcher - why do negotiations fail

    Why do negotiations fail?

    In this Business Watcher video, negotiation expert Barney Jordaan talks about some of the main mistakes that he thinks people make when they negotiate. Both for themselves professionally, as well as on a global scale such as Brexit or the crisis in Syria.

  53. Healthcare Management Centre Research Report 2019

    Healthcare Management Centre - annual research report 2019

    In 2019, we conclude the fifth year of Vlerick Healthcare Management Centre’s operations. Building upon a strong MINOZ legacy of studying hospital operations, we continue to expand and deepen our reach into the full healthcare system. This annual research report gives an overview of achievements and published output.

  54. Creating high-trust cultures

    Creating high-trust cultures

    Best Workplaces™ excel at creating added value with their people practices. They go beyond what is expected to achieve their organisational objectives. As a result, they create opportunities for building strong relationships of trust. By analysing the data of Belgium’s Best Workplaces™, we have identified 7 key areas that are of great importance when defining people programmes today. The paper ‘Creating high-trust cultures’ examines each of these areas, looking into the current trends and analysing the differences between Best Workplaces™ and other organisations.

  55. Business Watcher: Mathieu Luypaert on the collapse of Thomas Cook

    The collapse of Thomas Cook

    In this Business Watcher video, Vlerick professor Mathieu Luypaert makes an analysis of the elements that played a role in the compulsory liquidation

  56. What is value-based healthcare?

    What is value-based healthcare?

    In this 'What Is' video, Healthcare Professor Brecht Cardoen and Finance Professor Filip Roodhooft explain what value-based healthcare is and what it means for the medical industry and the pharma industry.

  57. Research report 'Five years of the Vlerick Energy Centre'

    The future of energy

    Energy concerns all of us. Being intertwined with the debate on decarbonisation and climate change, energy is a potentially hot topic. This report marks the fifth anniversary of the Vlerick Energy Centre – a good opportunity to look back at some of our achievements and lessons learned, and to look ahead.

  58. HR Barometer 2019 - agility

    Agility is a priority, but knowhow is still missing

    For the fifth consecutive year, Hudson and Vlerick Business School have joined forces to organise the HR Barometer, a survey that analyses the trends and challenges in the Belgian HR sector. So what are its main findings? Firstly, HR focuses on many different things, going beyond mere recruitment and staff administration. Secondly, HR analytics is not a priority for Belgian companies (or at least not yet). Lastly, HR managers would love to focus on agile working, but meet with resistance, even from senior management.

  59. White paper: Open Banking - Opening the Gates

    Financial experts regard open banking as a game changer for the sector

    The European regulations on open banking, which will enter into force on 14 September, will not cause any big bang on the Belgian financial market. Customers must first become aware of the many benefits that open banking has to offer. What is more, the law is limited to current accounts and payments. What is certain, however, is that open banking can drastically reconfigure the landscape of the financial sector. There are already indications that the hitherto relatively closed banks with a dominant market position are beginning to transform into open ecosystem players that embrace digital innovation. This is shown in a survey conducted by Vlerick Business School among various experts in the Belgian financial sector and elsewhere.

  60. The importance of machine learning for oncology

    How do you analyse real-world data?

    There is a high demand for innovative cancer drugs. Yet their development is a complex and lengthy affair, longer and more expensive than that for conventional cancer treatments and with little chance of success. The drugs that do make it through need to be made available as soon as possible. The EMA (European Medicines Agency) has therefore created flexible forms of market authorisation, such as conditional authorisation and adaptive pathways. As speed must not come at the expense of safety, these drugs must be monitored even after they have been put into circulation. This is no easy task. Tine Geldof's doctorate demonstrates that advanced data analysis techniques such as machine learning may offer a solution.

  61. Cultural diversity

    Is your organisation ready for tomorrow's cultural diversity?

    Although our society is becoming increasingly diverse, this diversity is not always reflected in our companies. There is still an employment gap between newcomers and people of Dutch origin. This gap is more pronounced for the low-skilled than the more highly educated - 19% versus 11%. How can we ensure that companies and newcomers manage to find each other? Vlerick Business School and Talentree have joined forces and developed some practical toolkits. We asked Vlerick professor Dirk Buyens and Hannelore Waterschoot, founder and managing partner of Talentree, to tell us more.

  62. Power-to-Gas (P2G)

    Power-to-gas is the future. What should regulators bear in mind?

    Doctoral researcher Martin Roach developed an economic model for power-to-gas (PTG) that anticipates the EU and Belgian regulation of sector coupling. “Being one of the first to take into account market dynamics, it provides timely and valuable input to the debate”, says a proud professor Leonardo Meeus.

  63. Multidisciplinary collaboration in drug discovery – how to make it work

    Drug development is a long and expensive process. On average it takes more than ten years to get a drug to market and precious few molecules coming out of the drug discovery phase make it to clinical trials. The performance of the discovery team and the choices they make, however, have a knock-on effect on the rest of the drug development process. Together with colleagues from academia and the industry, professor Zeynep Erden identified the conditions for effective cross-disciplinary collaboration and knowledge creation in drug discovery teams.

  64. Digital Transformation

    KPN: digital transformation from a different perspective

    Digital transformation: where do you start? Are you on the right path? Are you making enough progress? Professor Stijn Viaene developed a case study on the transformation process at KPN, a supplier of telecom and ICT services and the Dutch market leader.

  65. Vlerick white paper Grow your career as an expert

    Grow your Career as an Expert

    Not everyone is a born manager. And not everyone gets a kick out of leading teams or striving to make it all the way up to CEO. After all, sometimes your greatest strength lies in your expertise. But you can still be quite ambitious as an expert (or non-manager)– and there are many opportunities for growth.

  66. Transformers 2019

    Raising the digitisation bar higher

    Which large Dutch companies are leading the field with their digital transformation, and who still has a long way to go? Once again, this is the starting point for the third edition of Transformers, a research project by Vlerick Business School in partnership with Het Financieele Dagblad. The goal is to gain insight into the efforts towards digitisation being made by the big Dutch companies, as well as serving as a reality check and sharing useful insights to help them in their transformation process.

  67. Vlerick Book Podcast with Dirk Buyens

    Vlerick Book Podcast - Dirk Buyens

    In this Vlerick Book Podcast Series, Professor of Human Resources Management Dirk Buyens opened his bookcase and selected several books to discuss.

  68. White Paper Vlerick - Business Planning

    The dos and don'ts of business planning

    When you consider pursuing a new business opportunity, it makes sense to assess the opportunity in a systematic way (rather than purely relying on gut feel). A business plan helps you structure your analyses and present them in a way to help others understand your plan – and hopefully agree with you.

  69. Family firms pay more attention to CSR

    Do family firms pay more attention to CSR?

    There is an ongoing debate in academia about whether family firms are more socially responsible than others. So far, research has not been conclusive. In order to further the discussion, professor Kerstin Fehre, together with a colleague from the Institute of Management at the Karlsruhe Institute of Technology, rephrased the question: “Does the management of family firms pay more attention to corporate social responsibility (CSR)?”

  70. Adaptive leadership

    Adaptive leadership: the answer to shape your path through turbulence

    Senior managers expect more strategic leadership and process leadership from middle managers to be able to maintain and enhance performance amidst rapid, frequent and unpredictable change. That is the conclusion of professors Katleen De Stobbeleir, Carine Peeters and Steve Muylle, together with researcher Matthias Pfisterer based on recent research about leadership behaviours that contribute to organisations’ adaptiveness. The study was conducted within the Centre for Excellence in Leading Adaptive Organisations.

  71. White paper - energy storage

    Energy storage

    The electricity landscape is in a state of flux, not least due to the increasing integration of renewable energy sources and distributed generation. This has sparked growing interest in energy storage, arguably an important part of the renewable energy mix. How can energy storage be used and integrated into existing power systems, in both residential and industrial environments? This is the key question the STORY project aims to address. This white paper presents the findings and insights from studies conducted under the umbrella of the STORY project, as well as from various experts.

  72. Book podcast - Kurt Verweire

    Vlerick Book Podcast - Kurt Verweire

    In this Vlerick Book Podcast series, Professor Kurt Verweire was invited to the Vlerick library to talk about his favourite (strategy) management books.

  73. M&A Monitor 2019

    Increase in acquisition prices in Belgium has come to a standstill

    It appears the merger and acquisition market in Belgium has reached its turning point. For the first time in six years, the sustained rise in acquisition prices has not continued. However the number of transactions did continue to grow, even though there were considerably fewer foreign acquisitions in 2018. Another striking point is that the acquisition of technology and attraction of talent are gaining importance as motivations for an acquisition. Finally, when it comes to the size of transactions, smaller acquisition deals are on the increase. These are the most important conclusions of the sixth edition of the M&A Monitor, an annual survey of more than 150 Belgian merger and acquisition specialists.

  74. Risk and performance research report (ACCA)

    No ‘quick fix’ available for effective risk management in organisations

    Ensuring effective risk management in any organisation is essential. This report takes a close examination of the practices organisations are adopting to embed risk management practices across the organisation. Using an in depth case study approach, it explores how businesses can overcome the common challenges presented in implementing effective risk management processes and suggests good practices for aligning these to the delivery of strategic goals.

  75. Business Watcher - Xavier Baeten on pay for performance

    What is pay for performance?

    In this Business Watcher video, Vlerick's expert in Reward Management Xavier Baeten explains what pay for performance means and what elements are important for an effective 'pay for performance' strategy.

  76. Trade and investment between China and the EU

    What does the future have in store for China and the EU?

    We live in economically and geopolitically turbulent times. Considering that the EU can, in all likelihood, no longer depend on the unconditional support of its most important trade partner, the USA, the EU has been accelerating the process of concluding free trade agreements with Canada, Japan, Australia, the MERCOSUR countries, Singapore and the ASEAN member states. However the absence of China from this list is striking. Nevertheless, China and the EU could both benefit from closer collaboration. Professor Filip Abraham and Jan Van Hove take a close look at the trade and investment relationship between the two parties - from the perspective of the EU.

  77. Artificial intelligence makes stock management more efficient

    What do AlphaGo, a robot that plays table tennis, a program that recognises emotions, and self-driving cars all have in common, besides the fact that all of them appeal to our imagination and are guaranteed to hit the headlines? They are all applications that use deep reinforcement learning (DRL). Intelligent stock management has recently joined that list. Along with two other colleagues, doctoral researcher Joren Gijsbrechts and Professor Robert Boute have demonstrated that DRL can be applied successfully to problems that seemed all but unsolvable up to now. For the very first time!

  78. Vlerick white paper Seven things that brilliant product managers do (and how to learn them)

    Seven things that brilliant product managers do (and how to learn them)

    When you were eight years old, what did you want to be when you grew up? Did you have a dream job in mind? It’s rare to meet a product manager who says that it has always been their dream job. Yet when you get to it, being a product manager is one of the most exciting and rewarding professional roles you could ever embrace. It’s a role where you can take ownership, gain the respect of your colleagues and peers – and lay the foundation for a successful career.

  79. White Paper Vlerick - Digital Strategy, the Next Level

    Digital Strategy, the Next Level

    Digital Transformation is hot. In what way will digital developments contribute to the strategy and growth of your organisation? How do you develop digital challenges into digital success? In this white paper you will learn all about the core principles of a strong digital strategy. Are you ready to compete in a rapidly changing world? Read this white paper and tackle your organisational’s growth in a smart way.

  80. God dobbelt niet op de beurs (Jan Longeval)

    Continuing to live well or mere survival?

    Will you continue to live well or merely survive? Improving your investment skills will make all the difference. An interview with Jan Longeval, lecturer at Vlerick for the Masters in Financial Management programme and the Asset Management’consortium programme, about his book 'God dobbelt niet op de beurs' (which translates as: ‘God does not play dice on the stock market’).

  81. Hospital of the Future

    What does the hospital of the future look like?

    Our healthcare is constantly evolving so as to meet the changing demands of patients. What does the hospital of the future look like? What is the future role of hospitals in the healthcare system? And how can all stakeholders prepare for it? The Flemish government entrusted researchers at the Leuven Institute for Healthcare Policy (LIGB) of KU Leuven and Vlerick Business School with finding an answer to these questions. The findings of their study were published in a green paper that serves as support for future policy decisions.

  82. Financial planning in a regulated environment

    What makes financial planning in a regulated environment so different?

    A considerable number of case studies on financial planning have been developed, but it is more difficult to find ones that deal with financial planning in a regulated environment. For the Future Grid Managers Programme, Professor Filip Roodhooft, along with colleagues from the Energy Centre, straight away developed two that play out in the regulated energy sector. In the leading roles are the Belgian distribution system operator (DSO) Eandis, now Fluvius, and the French transmission system operator (TSO) Réseau de Transport d’Électricité (RTE).

  83. Two Enablers of Leadership

    Great leaders nurture the strengths and talents of their staff and build teams committed to achieving goals. But what does it take for a leader to guide his or her team towards greatness?

  84. Customer Innovation - second edition

    How do you innovate with a focus on the market?

    2014 saw the publication of the first edition of Customer Innovation by Professor Marion Debruyne. The second edition, written in collaboration with Professor Koen Tackx, was published last month. “Because things have been busier for me recently and Koen was already making extensive use of Customer Innovation in his lessons, I asked him to come on board,” Marion explains, “and then it became a joint project.” Marion and Koen explain what you can expect from this new publication, which comes highly recommended, even for those who have already read the first edition.

  85. The future of DSOs

    The energy transition is changing the energy ecosystem. In recent years, power generation and distribution have become more decentralised. DSOs now find themselves at the centre of change, operating the grid which all these new players – producers and prosumers – want to connect to and use. In 2018 the DSO Chair organised two workshops to discuss topical issues facing the future of DSOs: (1) energy communities and (2) regulatory sandboxes. This white paper provides a round-up of the findings and insights from each workshop as well as suggesting areas for further exploration.

  86. Performance-based pay

    2 in 3 Flemish employees in favour of pay increases based on their performance

    Flemish employees are only moderately satisfied with their pay. Mobility budget can be a crucial element in increasing their satisfaction. Moreover, Flemish employees have also proven to be in favour of determining their increases in fixed pay by their individual performance. Vlerick Business School and vacature.com came to this conclusion following a survey of 3,622 salaried Flemish employees.

  87. Bank risk

    Do banks give adequate consideration to risks?

    Although the 2008 financial crisis is already more than a decade ago, it is still fresh in our minds. Irresponsible lending behaviour by the banks was identified as its leading cause. What determines such behaviour? For his PhD thesis, Thomas Matthys investigated the lending behaviour of banks in three different contexts using data analysis and statistical models. We talked to him about borrowing in the interbank market, the impact of activist hedge funds and expansive monetary policy.

  88. 822 firms are the driving force behind Belgian job creation

    A group of 822 high-growth firms accounts for one in three jobs created by private companies with a minimum of ten employees. These high-growth firms represent just 3.5% of Belgian businesses with a minimum of ten employees. A small minority of 3.5% of Belgian businesses with a minimum of ten employees is responsible for the creation of 45,947 jobs. This amounts to 67% of the total net number of jobs created by business with a minimum of ten employees in the period from 2014 to 2017. This is apparent from the results of the annual Belgian High-Growth Monitor.

  89. FinTech ninja

    How to position yourself as a FinTech ninja?

    It is exciting to work with fintech: new business models appear, IT specialists climb up the ladder to join management committees, more people get access to user-friendly financial products, and apps really work. A new generation is realising that the financial world is important to and influences all of us, and a range of people are getting involved in banking who you wouldn’t necessarily expect. Researcher Tine Holvoet has devised playful labels which challenge both traditional bankers and not-so-typical financial professionals to take a position in the financial sector.

  90. How Industry 4.0 will change the way you do business

    Running your company the smart way

    Everyone is talking about Industry 4.0 – from the Internet of Things, additive manufacturing and the cloud through to artificial intelligence, augmented reality and blockchain. But what does it all mean in practice? It’s not a question of if Industry 4.0 will drastically change the way we do business. It’s a question of when and how quickly. So how can you apply this technology in your business – not just to improve production and performance, but to make a difference for customers?

  91. Electricity network

    Regulation of electricity networks: what you need to know

    Since the start of deregulation at the end of the nineties, the electricity market has undergone dramatic changes. It is often tricky for newcomers to understand why things are the way they are or to appreciate the route that led here. To get a historical perspective and tips for the future, read Electricity Network Regulation in the EU – The Challenges Ahead for Transmission and Distribution by Professor Leonardo Meeus, director of the Vlerick Energy Centre, and Jean-Michel Glachant, director of the Florence School of Regulation and holder of the Loyola de Palacio Chair on energy policy in the EU.

  92. Inclusion and diversity at work

    Inclusion? A matter of common sense!

    The war for talent is raging, yet lots of talent remains unused. Women are still underrepresented in STEM sectors, 1 out of 10 LGBT+ people feel discriminated against when looking for a job or in the workplace, for trans people this figure is 1 out of 3, and almost 11% of trans people are unemployed. What can we do to improve the inclusion of these target groups? That was the focus of a joint research project carried out by Vlerick and KliQ vzw.