A perception of declining EU competitiveness has intensified calls for structural reforms within the EU. This paper examines recent evidence on changes in relative EU competitiveness and considers the observed changes in relation to the evolving competitive environment facing EU firms during the...

The aim of this inquiry was to explore the relationships between four psychological change climate dimensions (trust in top management, history of change, participation in decision making, and quality of change communication) and readiness for change. By means of a large scale survey...

The well-known resource-constrained project scheduling problem (RCPSP) schedules project activities within the precedence and renewable resource constraints while minimizing the total lead-time of the project. The basic problem description assumes non-pre-emptive activities with fixed durations,...

We examined the usefulness of an implicit attitude measure (IAT) to explain the weak attitude-behavior relationships often found in research about ethical consumer behavior. The results indicated that the IAT effects for buyers and non-buyers of Fair Trade products were significantly different,...

This paper explores professional employees’ career move preferences and the impact of both individual and organizational career management. Departing from theoretical work on the “new career”, different types of career moves employees can make on the internal labor market are discussed...

Research on cultural differences in management has been facilitated and hindered by the existence of multiple models of national culture. In this paper we briefly review the most popular models of national culture, identify the convergences and divergences among them. We suggest that a clear...

Corporate Social Responsibility is a quite recent concept in Belgium which has gained significant momentum since 1995. In May 1997, Belgium set up a legal framework for sustainable development. In April 2006, the government adopted a Reference Framework for CSR followed in 2007 by the CSR action...

Major organizational changes yield limited success. Failure of change is frequently due to a lack of commitment and motivation of the employees who have to implement the change. In this paper a framework is developed in which employees' emotional involvement and their commitment to change is...

To improve their overall flexibility and efficiency, many organisations have replaced traditional hierarchical management structures with empowered (semi-autonomous or self-managing) work teams. Managers, once charged with directing and controlling work, are now asked to take on a new set of...

For Flemish entrepreneurs human resource management is one of the biggest challenges for further development and growth (Forum on Entrepreneurship, October 2006). Hence, this paper aims to shed light on how successful entrepreneurs in Flanders manage their human resources. Building on...