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The aim of this contribution is to propose a first overview of the strategic plans in the Belgian Federal Administration and to analyse the process of strategic planning itself.

In the first part, the strategic plans are analysed in order to understand the intentions regarding various public policies. A content analysis will be provided in order to propose a typology or at least a comprehensive framework of the intentions. In the second part, the strategic process itself is investigated more into details on the basis of interviews of the presidents of the Federal Public Services. The contribution tries to formalise several behavioural hypotheses in accordance with a model of strategic action in a public context. Finally, the article concludes on the relation between intention and action.

Three models characterize the management plans in Belgian federal administration: external polarization, internal polarization and balanced polarisation. Furthermore, the survey carried out confirms the existence of some effective behaviours of public top managers related to the nature of the public sector and to specific constraints. This result is fully coherent with behavioural assumptions formulated by a contextual model of strategic management. All these elements assess the possible divergence between the intentional strategy and the emergent strategies that would result from a more flexible behaviour.

This result is based on the strategic intentions and should be confronted with the later versions of the plans and even better with their achievements in order to distinguish intention and opportunity. Only this longitudinal study will allow final conclusions about the nature of the strategy really implemented in the federal administration to br drawn.

The result of this research implies that “ideal” competences of public managers might differ from those requested for a private manager, especially regarding decision making (more incremental) and authority (more influential).

This contribution allows an evaluation of strategic process in the public sector as it is formulated by real actors, rather than by a mythical decision maker.

This paper aims to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

After legislative elections in June 1999, the Belgian federal government made the modernization of public administration one of its main priorities. A major reform of the various administrations, aimed at restoring citizens' confidence in the public institutions, was announced in the governmental declaration. This program is known as the Copernicus reform.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Little is known about what emotionally un(intelligent) CEOs really say to their close collaborators within the boardroom. Would the rhetoric content differ between an emotionally intelligent and an emotionally unintelligent CEO, especially during a crisis? This chapter aims to answer this question.

40 CEOs of large corporations were asked to deliver a verbal address to their board members in reaction to a vignette describing a critical situation for the company. Participants were provided with the Schutte self-report emotional intelligence (EI) test. The verbal content of CEOs' closed-door discourses was analyzed using Cognitive-Discursive Analysis (CDA) and, subsequently, Geometric Data Analysis (GDA).

The results revealed that CEOs with low EI tend to evoke unpleasant emotions, talk about competition, and often blame some – or all – of the board members for their (poor) actions in comparison to CEOs with high or medium EI. In contrast, CEOs with high EI tend to use terms in relation to decision or realization and appear to be more cooperative than those with lower EI and were also ready to make decisions on behalf of team.

Previous research has mainly focused on CEOs' public speeches. But the content of CEOs' speeches within the boardroom might noticeably differ from what they would say in a public address. The results of our exploratory study can serve CEOs as a basis toward improving their closed-door rhetoric during a crisis.

It would be interesting to enlarge the size of our population in order to strengthen our statistical analyses as well as explore other cultural and linguistic environments and other channels through which emotions can be expressed (e.g., human face, gesture, vocal tone).

The influence of electronic word-of-mouth (eWOM) information, such as online reviews, on consumers’ decision making is well documented, but it is unclear if online reviews still matter in post-purchase evaluation and behaviours. The purpose of this paper is to examine the extent to which online reviews (aggregate rating (AR) and individual reviews (IR)) influence consumers’ evaluation and post-purchase behaviour by considering the valence congruence of online reviews and consumption experience (CE).

Following social comparison theory and relevant literature, the authors conduct an online experiment (pre-test: n=180; main study: n=347). The authors rely on a 2 (CE valence) ×2 (AR valence) ×2 (IR valence) between-subjects design.

Congruence/incongruence between the valences of CE, AR and IR affects consumers’ post-purchase evaluation at the emotional, brand and media levels and review-writing behaviour. In comparison to aggregated rating, IR are more important in the post-purchase stage. Similarly, consumers have a higher eWOM-writing intention when there is congruence between the valences of CE, AR and IR.

The authors demonstrate the importance of service providers continually monitoring their business profiles on review sites to ensure consistency of review information, as these influence consumers’ post-purchase evaluation and behaviours. For this reason, the authors illustrate the utility of why media owners of review sites should support the monitoring process to facilitate the engagement of both businesses and customers.

The authors break new ground by empirically testing the impact of online review information post-purchase seen through the theoretical lens of social comparison. The approach is novel in breaking down and testing the dimensions of post-purchase evaluation and behavioural intentions in understanding the social comparison elicited by online reviews in the post-purchase phase.