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The Flanders DC Knowledge Centre is a partnership with Vlerick Leuven Gent Management School. The knowledge centre conducts research into entrepreneurial creativity, innovation and international entrepreneurship. The results can range from macro-economic insights to concrete tools to help your organisation.
ICE is designed specifically for anyone concerned with improving their community in today‘s dynamic and ever changing global econ-omy. The various types of people who would benefit from ICE include are among others: economic development officials, government officials, community based organisations, community leaders, business owners,...
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(this is not a Vlerick + Flanders DC study)
Companies are not only looking into product innovation anymore, but also consider re-inventing their business model. A business model is a combination of the company’s core strategy, strategic resources, value network, and customer interface that is put into practice (Hamel, 2000). A business model indicates then among others a company’s target customers, value proposition and product/service attributes, based on the different assets, capabilities, and competences possessed.
This study Study Prof. dr. Marion Debruyne and Bart Devoldere from Vlerick Leuven Gent Management School focus on how companies react to a business model innovation in their industries.
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In a globalizing economy, regions and firms are competing on an international level. Internationalization contributes to the economic development of nations, in developing national industries, improving productivity and creating employment. Small firms play an important role in this process. Increasingly, small and medium sized enterprises (SMEs) are confronted with international competition and are forced to play a role in international markets.
Several international studies have indicated that internationalization is often accompanied by improved performance and competitiveness of SMEs. As a large number of SMEs in Flanders are not internationally active, Flanders has a large potential for growth through internationalization of its SMEs. Emerging markets like the new EU member states and China provide new opportunities, as do sectors such as creative and knowledge intensive industries.
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This report, by prof. dr. Leo Sleuwaegen and Italo Colantone, reviews the theoretical and analytical findings on the relation between globalization and entrepreneurship, and analyzes the policy implications in a systematic conceptual framework. In particular, we focus on three dimensions of globalization: trade integration, foreign direct investment and workers migration.
During the last fifteen years the world has witnessed a major globalization process, characterised by increasing integration of products, capital and labour markets across countries. International businesses are often the most productive. Hence: fiercer competition for companies on their home markets. Result: higher exit rates, consolidation and as a result higher entry barriers. Entrepreneurs should thus take into account the need for higher quality startups.
Globalization amplifies the need for sound policy intervention. An effective entrepreneurship policy needs to take the international dimension of business into account. As a conclusion, the researchers provide a list of policy recommendations.
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Prof. Dr. Ann Vereecke has analysed the networks of 8 multinationals. The study (in English) tells us that low wages are an important factor at the moment of establishment, but they do not garantee survival in the long term. Market proximity and the development of skills and know-how make more important and more stable factors. Furthermore, as a plant, it is crucial to to share your know-how and innovations, even with so-called competing plants. It will bring you recognition as 'Center of Excellence'.
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The Flanders DC Knowledge Centre has analysed the performance of the DC regions in the field of entrepreneurial creativity. Professor Dr. Harry P. Bowen (Vlerick), Professor Dr. Wim Moesen (KU Leuven) and Professor Dr. Leo Sleuwaegen (Vlerick and KU Leuven) have looked at several indicators to give the regions a score for innovation, entrepreneurship and transparency. This study revealed each region’s strengths and points for improvement. Flanders scored well for (technological) innovation, and its market is open enough. There is still a lot of work to do in the area of entrepreneurship.
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Weak growth companies do not innovate enough. This is an important finding from the research report ‘Innovation outside the Lab’ by Professor Marion Debruyne and Marie Schoovaerts for the Flanders DC Knowledge Centre. The report explains how companies that innovate strategically differ from less innovative companies.
What stood out was that companies who operate in a very competitive market invest less in strategic innovation. These are exactly the companies who stand to benefit most from it. In the past, innovation managers have focussed too much on technology. In the future, they are going to have to look much further: to creativity, to a strategic personnel policy…A company culture is and will always be one of the most difficult things to copy.
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On 16 May 2006, Flanders DC presented the first international benchmark of Flanders compared to 9 other regions from the DC network. The report from Vlerick Leuven Gent Management School examined the relationship between economy and entrepreneurial creativity in 10 regions belonging to the Flanders DC network.
Each of the 10 regions is convinced that entrepreneurial creativity is crucial for their competitive edge. The study looked at Baden-Württemberg (Germany), Catalonia (Spain), Flanders (Belgium), Lombardia (Italy), Maryland (United States), Nord-Pas de Calais (France), Quêbec (Canada), Rhône Alps (France) and Scotland (United Kingdom). The report looked at specific best practices in Karnataka (India) and Shanghai (China).
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