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Resource-constrained multi-project scheduling: benchmark datasets and decoupled scheduling
No full textIn this paper, we propose a new dataset for the resource-constrained multi-project scheduling problem and evaluate the performance of multi-project extensions of the single-project schedule generation schemes. This manuscript contributes to the existing research in three ways. First, we provide an overview of existing benchmark datasets and classify the multi-project literature based on the type of datasets that are used in these studies. Furthermore, we evaluate the existing summary measures that are used to classify instances and provide adaptations to the data generation procedure of Browning and Yassine (J Scheduling 13(2):143-161, 2010a). With this adapted generator we propose a new dataset that is complimentary to the existing ones. Second, we propose decoupled versions of the single-project scheduling schemes, building on insights from the existing literature. A computational experiment shows that the decoupled variants outperform the existing priority rule heuristics and that the best priority rules differ for the two objective functions under study. Furthermore, we analyse the effect of the different parameters on the performance of the heuristics. Third, we implement a genetic algorithm that incorporates specific multi-project operators and test it on all datasets. The experiment shows that the new datasets are challenging and provide opportunities for future research
Safeguarding serendipitous creativity during the COVID-19 Pandemic
No full textHow does a firm ensure creative interactions among people within and outside of the organization in pandemic conditions
From bioethics to biopolitics: A game-theoretic institutional life sciences perspective
Get PDFThis paper is an essay on the highly-valued by society but felt-to-be excessively-priced nature of medicines
Future proofing for systemic crises
No full textCovid-19 won’t be the last crisis the world faces, so the EU needs to plan a more collective public health and economic response – Professor David Veredas of Vlerick Business School has a proposal
Should Google and Facebook be venturing into banking?
No full textThe global banking industry is a trillion-dollar industry and technology giants Google and Facebook are making a slow but sure banking and money transfer play. Over the last decade, fintech innovation has disrupted banking and financial services globally to a certain extent. And the rate at which things are changing in the banking industry is only expected to accelerate in the future. Technology is bound to take over traditional banking practices and usher in significant changes in the industry
From one-class to two-class classification by incorporating expert knowledge: Novelty detection in human behaviour
No full textOne-class classification is the standard procedure for novelty detection. Novelty detection aims to identify observations that deviate from a determined normal behaviour. Only instances of one class are known, whereas so called novelties are unlabelled. Traditional novelty detection applies methods from the field of outlier detection. These standard one-class classification approaches have limited performance in many real business cases. The traditional techniques are mainly developed for industrial problems such as machine condition monitoring. When applying these to human behaviour, the performance drops significantly. This paper proposes a method that improves existing approaches by creating semi-synthetic novelties in order to have labelled data for the two classes. Expert knowledge is incorporated in the initial phase of this data generation process. The method was deployed on a real-life test case where the goal was to detect fraudulent subscriptions to a telecom family plan. This research demonstrates that the two-class expert model outperforms a one-class model on the semi-synthetic dataset. In a next step the model was validated on a real dataset. A fraud detection team of the company manually checked the top predicted novelties. The results show that incorporating expert knowledge to transform a one-class problem into a two-class problem is a valuable method
Digital transformation know how. Connecting digital transformation, agility and leadership
No full textIn recent years, digital development has accelerated and digital turbulence is the new normal. So, it’s time for a synthesis, time to bring stability to that turbulence: What have we learned? What do we know? What should we no longer have doubts about? Whether you’re a CEO or a dedicated worker, you have an important role to play in your organisation’s digital transformation. But it’s hard when you don’t have a common frame of reference or common language. What’s the big picture? How do things align? How can you contribute? This book offers you a practical perspective on six critical elements of successful digital transformation design: Strategy for the digital age: Digital transformation invests in strengthening the core and growing the more . Customer experience design: Great customer experience emerges from the way you solve your customers’ problems . Data and analytics: Giving data hands and feet is crucial to the success of a digital transformation. Digital partnership strategies: Combinatorial innovation drives digital partnerships, but they still must be earned. Digital transformation leadership: Technology skills are an organisation’s ticket to ride, agility its ticket to heaven . Scaling agility: The paradox involved in scaling agility is introducing fast flexibility and stability at the same time. gility: The paradox involved in scaling agility is introducing fast flexibility and stability at the same time
Trouble on the shop floor
No full textSupplementary materials
The case is supported with a teaching note, discussion questions and suggested responses to those as well as verbatim transcripts from interviews conducted with managers and others for purposes of a research project after the strike had ended. Teaching Notes are available for educators only.
Learning outcomes
The learning outcomes are as follows: students will be able to critique the approach to collective bargaining of both the company and the union in the case and suggest alternative approaches; identify the steps the company could take to both deal with the aftermath of the strike and develop preventive measures for the future; and advise the company on a series of questions it needs advice on.
Case overview/synopsis
A violent strike erupted after failed wage negotiations. It laid bare deep divisions between African and non-African employees and between permanent employees and those appointed as temporary employees only. It also revealed the mindsets of people on both sides of the conflict, as well as several errors made by management in the manner in which they viewed the role of the union and failed to build strong relations with employees on the shop floor.
Complexity academic level
The case is suitable for students at honours or masters level in conflict studies, dispute resolution, employment relations, human resource management and negotiation.
Subject code
CSS 6: Human resource management
Guide to listing in Belgium
No full textThe purpose of this Guide is to outline specific issues and (continuing) obligations a listed company may be confronted with in Belgium. The point of reference for this Guide is the position of a Belgian issuer that is listed on Euronext Brussels. A listing on Euronext Brussels is subject to more conditions and ongoing obligations than an admission to trading on any other market in Belgium. An understanding of the organisation and functioning of Euronext Brussels will thus – if and when relevant – help in understanding the regulatory framework of other trading venues in Belgium. The Guide deals with corporate governance and pays attention to the obligations and status of directors and executive managers, to select finance and tax topics and to opportunities for employee participation. The Guide also covers the reasons and procedures for a possible de-listing. This is an issue that may become relevant to any listed company and experience has shown that institutional investors and corporate governance rating agencies are keen to gain an understanding of the rights and obligations of the various players in this context. This expanded 2020 edition includes matters of secretarial practice, compliance and valuation. Updates in the book take into account the provisions of the Code on Companies and Associations and the 2020 version of the Belgian Code on Corporate Governance. This Guide is conceived as a quick-reference document. All chapters can be consulted separately and the notes allow the reader to find additional information on the topics and issues discussed. The contents of this book reflect only the authors’ opinions, which are not necessarily shared by Atlas Services Belgium or the group to which it belongs
How dynamics in perceptual shared cognition and team potency predict team performance
No full textIn a longitudinal field study of 37 professional project teams over almost 2 years, we investigated the dynamic relationship between perceptual shared cognition and team potency in predicting team performance. Our main results show that initial levels and change in perceptual shared cognition explain team performance outcomes through initial levels and change in team potency, respectively. Thereby, our findings confirmed that initial levels and change in team potency operated as an explanatory mechanism for the relationship between shared cognition and team performance. Interestingly, shared cognition change shows larger benefits on team performance outcomes than initial levels. In addition, we show differential relationships of task‐ and time‐related shared cognition with the quality and timeliness criteria of team performance. Whereas shared task cognition predicts team performance in terms of both output quality and timeliness, shared temporal cognition predicts timeliness only. Altogether, this research suggests the unique theoretical value of change in perceptual shared cognition in explaining team performance and of affective‐motivational team states as an alternative explanatory mechanism for the impact of shared cognition on team effectiveness. Practitioner points Team members’ perceptions of being on the same page about their collaborative task and its temporal elements boost their confidence in the team's capabilities, thereby improving team performance. Team members’ perceived agreement about the ‘what’ of their collaborative task is conducive to both project quality and timeliness. Their perceived agreement on the ‘when’ of task accomplishment further facilitates a timely project completion. Team members’ cognitive consensus about the task and its temporal elements are subject to change, so is their confidence in the team's capabilities. Initial disagreements do not necessarily warrant eventual detriments, but performance excellence does require that cognitive consensus is being maintained and improved throughout the project