Volberda, Henk

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EUR Research Repository

ROTTERDAM SCHOOL OF MANAGEMENT, ERASMUS UNIVERSITYThe business school that thinks and lives in the future Can brain responses to movie trailers predict success?By Maarten A.S. Boksem  Why are so many  Dutch companies  relocating abroad?By Marc G. Baaij  Pride and fear during major organisational changeBy Cees van Riel and Guido Berens The value of big data  to big portsBy Rob Zuidwijk  A psychological lens on the acquisition  processBy Taco Reus  Cloud computing: pushing the right managerial buttonsBy Saeed Khanagha 2nd Quarter 2015Management Knowledge         RSM DISCOVERYwww.rsm.nl/discovery BUSINESS WAS USUALROTTERDAM SCHOOL OF MANAGEMENTERASMUS UNIVERSITYFUEL YOUR FUTURERSM.NL/OPENAccredited byYou can make a difference in today’s new world of business. At any stage of your career, RSM Executive Education can help you understand and master the business challenges you face. Taught by world-class academics, our broad portfolio of short open programmes provides you with new skills and knowledge that you can put into practice immediately. Programmes can also be delivered in-company.DIPLOMA PROGRAMME IN BUSINESS MANAGEMENT AND LEADERSHIPThe ‘fast track’ for young executives. Learn from academics and business leaders, and develop your talents and skills in leadership, strategy, marketing and finance.RSM.NL/BMLERASMUS EXECUTIVE PROGRAMME IN STRATEGIC MANAGEMENTA high-impact programme preparing executives for top management responsibilities. Learn to master strategic management and let your organisation benefit from it.RSM.NL/ESMADVANCED MANAGEMENT AND LEADERSHIP PROGRAMMEPowerful modular programme for senior managers and directors. An intensive learning journey to enlarge your impact in leadership, strategy and finance.RSM.NL/AMLP24653_gh_ExEd_adv_Discovery_210x297_fc.indd   1 28-05-15   10:51Contents Can brain responses to movie trailers predict success?By Maarten A.S. Boksem page 05Decades of research have shown that much of our mental pro-cessing occurs at the subconscious level, including the deci-sions we make as consumers. These subconscious processes explain why we so often fail to accurately predict our own fu-ture choices. Often what we think we want has little or no bear-ing on the choices we actually make. Now a new study provides the first evidence that brain measures can provide significant added value to models for predicting consumer choice. Why are so many Dutch  companies relocating abroad?By Marc G. Baaij page 08For much of the 20th century, most western multinationals had two somewhat separate identities: a vast multicultural, multi-country enterprise that stretched around the world, and a home office that tended to be very homogenous and even somewhat cosy, like the capital city of a sprawling empire. Pride and fear during major organisational changeBy Cees van Riel and Guido Berens page 11Organisational behaviour experts have known for a long time that when employees identify closely with their company, the company functions better. People quit less often, they work harder, and they tend to be more supportive of their employer. And in a volatile time, such as during a merger, corporate suc-cess may depend on nurturing employees’ pride and alleviating their fears.   The value of big data to big portsBy Rob Zuidwijk page 14The Port of Rotterdam is sitting on a goldmine of data. But is this gold being effectively mined? The “internet of things” is funda-mentally changing global supply chains. The effective use of infor-mation will have a positive impact on everything from operational efficiencies to credit terms and cash flow. A psychological lens on the  acquisition processBy Taco Reus page 17The application of psychological theories to understand the world of business can be a fascinating exercise. Some might ar-gue that an artificial legal entity and its administrative process-es cannot be examined in the same way as humans and their behaviour can be. However, empirical observations through the lenses of psychological theory suggest findings can be rev-elatory and provide rich insights for smart strategic thinking.   Cloud computing: pushing the right managerial buttonsBy Saeed Khanagha page 20Despite the obvious organisational advantages offered by cloud computing, not all firms have adopted and adapted to the rapid changes that this new form of remote data storage represents. Recent research and practice have focused on the issue from the perspective of firms as a whole, whilst overlook-ing the potential contribution of individual managerial practice and behaviour towards addressing the situation.2nd Quarter 2015   |   03Management KnowledgeRSM DISCOVERY www.rsm.nl/discovery The competitive advantage withinWhile a management scholar first coined the term ‘human capital’ in the 1960s, in some respects it’s only in recent years that the symbiosis between workforce skill sets and economic growth has been fully appreciated. Witness the recently published second edition of the World Economic Forum’s Human Capital Report, which looks to foster “… the opportunities for collaboration that fully leveraging the human capital potential residing in people’s skills and capacities can bring.” In understanding that human capital is an acknowledged means of building competitive advantage for organisations and nations, it’s disappointing to find that the Netherlands has dropped from 4th to 8th place in the WEF rankings of 124 countries. The report finds that in spite of the quality of the Dutch education system the skill sets of the recently graduated are in some respects rela-tively limited. At the same time, the potential offered by workers over the age of 55 years is not being leveraged with the result that older people face high levels of unemployment.As a country we would do well to learn from our distinguished European neighbours, Finland (1st place in the report) and Denmark (2nd place) in particular, and put more impetus into cre-ating training and lifelong learning opportunities for the nation’s workforce. Instead of it being an overused cliché, it’s time that employers and policy makers understood the reality that in this competitive world people genuinely are our greatest asset.As a premier international business school and research institution, RSM understands the value that lifelong learning and the professional development of people brings to organisations. It’s by keeping up with the new and reinterpreting afresh what’s already known that keeps the smartest organisations ahead of the rest.Reflecting this need for continuous learning, articles in this issue of RSM Discovery magazine ex-plore: the importance of people during times of organisational upheaval; how organisations can manage ICT projects successfully; why neuromarketing techniques can predict consumer choices; the logic behind moving company HQs; using psychological theory to understand mergers and acquisitions, and how mining big data offers world-beating possibilities for Rotterdam's port.  I am certain that you will find the knowledge and expert insights offered in these articles to be of great value, and it is my hope that they will be useful to you in enriching your own human capital as well as that of your organisation.Henk W. VolberdaEditor-in-chief RSM DiscoveryProfessor of Strategic Management & Business Policy and Director Knowledge TransferDirector INSCOPE: Research for Innovation IntroductionRotterdam School of Management, Erasmus UniversityEmail: hvolberda@rsm.nl  Tel: +31 (0)10 408 2761Web: www.rsm.nl  |  www.inscope.nlManagement KnowledgeRSM DISCOVERY04   |   2nd Quarter 2015

Introduction: The competive advantage within

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Introduction: The competive advantage within

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