BEW

... They are seen as a residual, 14 Van der Herten, Oris, and Roegiers, Nijver België, pp. 31–32;Van der Wee and Veraghtert, “De economie,” pp. 184–92; Kurgan-Van Hentenrijk, “Industriële ontwikkeling,” pp. 34–42; and Oris, “Le contexte économique,” pp. 37–70. ...

Abstract:  We evaluate two models commonly used for measuring financial constraints in their ability to discriminate between constrained and unconstrained firms. We compute firm-specific estimates for the cash flow sensitivity of investment (CFSI), and the cash flow sensitivity of cash (CFSC) and provide a framework that summarizes the performance of each model into a single numerical metric. We argue that this ‘ex-post’ approach provides interesting advantages over the traditional operationalization, in which firms are classified ‘ex-ante’ on a theoretical basis. Our findings suggest the superiority of the CFSI model over the CFSC model for a sample of manufacturing SMEs in Belgium.

Abstract:  We evaluate two models commonly used for measuring financial constraints in their ability to discriminate between constrained and unconstrained firms. We compute firm-specific estimates for the cash flow sensitivity of investment (CFSI), and the cash flow sensitivity of cash (CFSC) and provide a framework that summarizes the performance of each model into a single numerical metric. We argue that this ‘ex-post’ approach provides interesting advantages over the traditional operationalization, in which firms are classified ‘ex-ante’ on a theoretical basis. Our findings suggest the superiority of the CFSI model over the CFSC model for a sample of manufacturing SMEs in Belgium.

Purpose – Intellectual capital (IC) disclosure is investigated over three years covering the IT bubble and its aftermath in three different countries (The Netherlands, Sweden and the UK). Design/methodology/approach – Content analysis is applied to the annual reports of the sample companies; 180 annual reports from The Netherlands, Sweden and UK are analysed in order to make an inter-country comparison.

Voor bedrijven uit de “nieuwe economie” geldt veelal dat de marktwaarde van het eigen vermogen de boekwaarde ervan in belangrijke mate overstijgt. Het overgrote deel van de waarde van het bedrijf verschijnt dus niet op de balans, met als gevolg dat de externe verslaggeving steeds minder relevante informatie aanbiedt voor de prestatiemeting en waardebepaling van het bedrijf. Wil de verslaggeving

Abstract: This paper contributes to the field of alliance research by extending and testing the research framework of Moeller (2006) in a specific research setting. Singularly relating behavioral value drivers to financial performance of alliances ignores intangible ...

As fruit growers are faced with a growing need for sustainable development, it is important to integrate sustainability into their management processes. This research applies and evaluates a self-analyis tool for entrepreneurs called the 'sustainability scan'. The scan identifies 23 sustainability themes, divided according to the 3P-framework (People, Planet and Profit). In the scan, it is assumed that the management of these topics is at the core of sustainable entrepreneurship. The 'sustainability scan' generally relates to larger companies as it includes a range of themes and steps in the management cycle that are most relevant to large firms. The empirical research suggests that fewer factors are relevant for small fruit producers. In order to reduce the bureaucracy as far as possible, it is suggested that only the most relevant themes and steps in the management cycle be retained. Relevant themes in the 'people' domain are: (i) food safety; (ii) food and health, (iii) terms of employment, and (iv) working conditions. In the 'planet' domain, the following themes can be retained : (i) water, (ii) waste, (iii) energy, (iv) minerals, (v) nature and landscape, and (vi) plant protection products. The 'profit' component can be limited to the following themes: (i) external orientation, (ii) value added, and (iii) capacity to change. Likewise, the number of steps in the management cycle can be reduced to: (i) objectives (with implied vision based on stakeholder dialogue), (ii) measures, (iii) monitoring, (iv) performance, and (v) transparency.

Although interest regarding customer value has persisted for many years, considerable divergence of opinion exists on how to most adequately conceptualize 1 customer value. The most commonly used value measurement methods include those of Dodds, Monroe, and Grewal (1991), ...