Vlerick Expertise in People Management & Leadership


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  1. Open innovation in HR

    Wanted: the people behind open innovation

    More and more businesses are opting for an open innovation strategy, where they decide to look outside their own organisation and cooperate with research centres, companies or other partners. So far, the human aspect is often overlooked. Promoting open innovation actually requires specific people management practices and an adapted business culture. So how can organisations promote open innovation with the right human elements?

  2. Belgium

    Belgian CEOs as export products

    Is there such a thing as ‘the average Belgian CEO’? Apparently, yes. It is somebody who brings people together, who has an international outlook, who is not afraid of hard work and who keeps his promises. Belgian top managers are also valued for their strong ability to compromise. Yet often they are still too modest. This was revealed by a study conducted by Vlerick Business School on behalf of Galaxis and Norman Broadbent.

  3. To Change or Not To Change

    To change or not to change

    We know much about organisations when it comes to science. And yet we seem to know almost nothing when it comes to our daily experience. To Change Or Not To Change is an attempt to re-establish the lost link. The book To Change or Not To Change offers a social sciences approach to organisations, building upon the complexity and irrationality of every day practice. It reveals the hidden traps of change management and offers an ironic way for better survival.

  4. Conflict management

    The critical role of emotion regulation on conflict management in groups

    This study indicates that emotion regulation can benefit group effectiveness by directly reducing relationship conflict as well as by reducing the chance that task conflict escalates into relationship conflict. Although conflict is closely connected with the emotional life of groups, until now no empirical tests have been conducted on the moderating role that emotion regulation plays between task conflict and relationship conflict.

  5. Gender distinction

    Female managers score high on leadership

    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 Business School shows that they score better for coaching, stakeholder management, handling diversity and results-orientation as well.

  6. Man with an idea

    Style wars

    Momentous decisions, office hostilities and uncomfortable truths… which factors dictate how we respond to the everyday trials of management? The quest to understand and influence managerial behaviour is an increasingly critical mission for employers.

  7. Concentration

    Players on the same wavelength

    How might compatibility between cognitive style and cognitive climate influence individual job satisfaction and loyalty to employers? Amongst business leaders and HR professionals, the need to understand what drives people to think and act in different ways at work is something of a never-ending task.

  8. Connecting

    Individualised Training is the Key to Keeping Older Employees Working Longer

    It can no longer be denied that we will have to work longer to keep the social security system affordable. But how can we boost older employees' ability to continue in a rewarding job until they do finally retire? The fact that training plays a crucial part here is no revelation. The training does, however, often fail in its purpose because it is not adapted to the specific expectations and needs of this target group.

  9. Fingers typing

    The Feedback Gamble: Being proactive can be risky if an employee is not up to speed

    In today’s dynamic workplace employees are expected to be proactive - seeking feedback, taking the initiative, selling ideas, taking charge, revising tasks and building social networks. But a new study shows that some employees may, in fact, pay a price for sticking their head above the parapet if they are not known to be top performers.

36 results Number of Results per Page