Search for tag 'Entrepreneurship'

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  1. Entrepreneurship at school

    From class project to successful business

    Many young people already show entrepreneurial behaviour from a young age. They are creative, actively seek ways to earn money, lead others, or dare to depart from the prevalent norms. By tapping into, strengthening and encouraging that entrepreneurial behaviour, secondary education can stimulate entrepreneurship even more effectively. The research shows that two important factors hinder effective entrepreneurship education.

  2. venture capital

    OK to invest. And what then?

    What happens once a venture capitalist (VC) has decided to invest in a portfolio company or entrepreneur? That’s the question professors Sophie Manigart (Vlerick Business School) and Mike Wright (Imperial College Business School, UK) tackle in their book “Venture Capital Investors and Portfolio Firms”.

  3. angel investor

    The good and the bad of trust in angel investor-entrepreneur relationships

    Angel investors play an important role in providing seed capital for start-up businesses. Just as important to the success of these enterprises is the level of mutual trust that exists between investor and entrepreneur. A Maastricht University / Vlerick Business School study explores how perceptions of trust between angel investors and entrepreneurs affect the angel’s perceived venture performance through data collected from surveys of the lead entrepreneur and angel investor in 54 Belgian ventures.

  4. Private equity

    Private Equity, HRM and Employment - Balancing the debate

    Discussions concerning private equity practices are often highly-charged – with proponents arguing that private equity deals create value, and critics characterising private equity firms as ‘sharks’ looking for quick profits at the expense of workers. Mike Wright, Nick Bacon, Rod Ball, and Miguel Meuleman offer a more balanced, systematic view of what private equity is all about with regard to employment relations.

  5. JPG

    Turn your employees into entrepreneurs

    Our knowledge society needs more than traditional entrepreneurs; it also needs employees with innovative dreams and new ideas. How do you encourage intrapreneurship within an organisation? A recent study conducted by the Flanders DC Knowledge Centre at Vlerick Business School analysed the entrepreneurial profile of employees in Flanders.

  6. JPG

    The impact of perceived unethical behaviour on conflicts between entrepreneurs and investors

    This paper* examines the impact of perceived unethical behaviour by entrepreneurs, angel investors and venture capitalists on their conflict process. Using 11 case studies, authors Veroniek Collewaert (Maastricht University) and Yves Fassin (Ghent University and Vlerick Leuven Gent Management School) have analysed conflict situations and the perception of unethical behaviour by the different parties involved.

  7. Is there a new Steve Jobs in your class?

    Steve Jobs, the driving force behind Apple, was an entrepreneur par excellence. As a result, Apple’s turnover today is nearly the size of Belgium’s gross national product. Perhaps there is a new Steve Jobs sitting at a school desk somewhere amongst us – but his or her entrepreneurial talent is not being stimulated by his environment. Yearly, only 4% of our country’s population starts a new venture. Even though we were all active entrepreneurial pre-schoolers at one time. What went wrong, and how can the situation be improved?

  8. Growth

    Can businesses afford to grow?

    Financial capital is one of the key resources a business requires to support its growth. Although few in number, high growth businesses contribute disproportionately to employment and wealth creation in an economy. As a result it is important to know, not only how high-growth businesses fund growth, but the reasons behind this choice.

  9. Growth

    Attack is the best defence – or what Flemish growth companies have learned from FC Barcelona and top footballers like Messi

    Flemish growth companies are doing better than their counterparts in Western Europe and worldwide. They are more proactive, flexible and alert, and respond more quickly. They think the worst of the crisis is past, and are looking very hopefully to the future. Those are the findings of the annual iGMO Growth Survey by the Growth Management Impulse Centre for Medium-Sized Companies by Vlerick Leuven Gent Management School jointly with Ernst & Young and KBC, covering around 80 Flemish owner-managed growth companies – all members of iGMO.

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