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A core of full-time academic faculty, employed by AMS or shared with the University of Antwerp, form the backbone of the AMS faculty community. In addition, a large number of academics from other universities worldwide and practitioners from business life teach part-time at the School. With their specific expertise and professional experience they provide complete, practice-oriented and scientifically up-to-date management insights. Together they provide a top-quality learning experience for all our participants.
As an excellent management school, we want to remain at the forefront of business innovation and transformation. Thanks to our extensive research team, we stay on top of business science, management and organization. We do this by both creating new knowledge through research and bringing about effective changes together with partners. Thus, our ambition is clear: "Opening minds to impact the world". We do this based on three core values: a global mindset, societal awareness and critical reflection.
How democratic is your workplace? And does your workplace vote also influence your political vote?
2024 was an election year, both politically and socially. The ideal opportunity to question these movements!
In this white paper, read more about how seen and heard employees feel.
Did you know that companies who invested in innovation during the last financial crisis came out stronger? In this third white paper created within the research project 'The Art of Corporate Venturing', we present various best practices for different forms of startup-corporate-collaborations.
The team we work with is a decisive factor in how we experience our jobs. Therefore, your team is an essential key to a sustainable career. Yet, until now, this has remained underexposed as a context for career development, both in the academic literature and in the career policies of organizations. With this ESF "Innovation through Exploration" project we wanted to explore this further. We developed the LiZeT toolkit with the aim of actively engaging team members in their career development. More specifically, LiZeT helps teams to learn to organize themselves (in Dutch).
Paper nr. 5. In this whitepaper, we take a bird’s eye view on the concept of sustainable transformation and explore existing definitions and perspectives to create a deeper understanding of how organizations act on sustainable transformation. By introducing two scenarios for sustainable transformation - weak and strong sustainable transformation - informed by organizational theories, we try to answer our main research question: 'What is the potential contribution of various organizational and strategy theories for the sustainable transformation concept?'
Working from home seems to be here to stay: a growing number of companies are closing down their offices, allowing their employees to work from home. A hybrid office environment, combining working from home and at the office, is best designed based on the needs of the user.
Investors are currently obliged to take ESG (Environment, Social, Governance) issues into consideration as part of their fiduciary duty. As such, it becomes increasingly important to identify sustainable investments that hold financial value as well. A sector where this is especially underdeveloped is real estate. This has a lot to do with the obfuscated conceptualization of ESG. This article identifies key gaps in literature and practice, and provides a framework to further the understanding of how ESG factors can add societal and financial value in the real estate sector.
How do you create a fast growing market with global potential around a promising technology? That is the ambition of a new study carried out by AMS, on behalf of the Port of Antwerp. In this report, you can find our conclusions and recommendations.
How and why do employees succeed in transferring learned social skills (soft skills) from training to the workplace? The results of this study are based on a survey of 50 cases.
The SDG Barometer 2020 is a follow-up study of the SDG Barometer 2018, containing insights on the engagement of organizations with the Sustainable Development Goals.
In this article we describe and illustrate what we call a network of networks perspective and map the development of a Lead network of the Antwerp Port Authority that governs various organizations and networks in the port community before and during the COVID-19 pandemic.
