Michael Dooms
Michael Dooms
Associate Professor Management and Strategy, Vrije Universiteit Brussel
Bestätigte E-Mail-Adresse bei vub.ac.be
Zitiert von
Zitiert von
Stakeholder dynamics and responsibilities in Public–Private Partnerships: A mixed experience
S De Schepper, M Dooms, E Haezendonck
International Journal of Project Management 32 (7), 1210-1222, 2014
Stakeholder management and path dependence in large-scale transport infrastructure development: the port of Antwerp case (1960–2010)
M Dooms, A Verbeke, E Haezendonck
Journal of Transport Geography 27, 14-25, 2013
Understanding pre-contractual transaction costs for Public–Private Partnership infrastructure projects
S De Schepper, E Haezendonck, M Dooms
International Journal of Project Management 33 (4), 932-946, 2015
Strategy making by hybrid organizations: The case of the port authority
L van der Lugt, M Dooms, F Parola
Research in Transportation Business & Management 8, 103-113, 2013
International strategies of port authorities: The case of the Port of Rotterdam Authority
M Dooms, L van der Lugt, PW De Langen
Research in Transportation Business & Management 8, 148-157, 2013
Public-private partnerships for the provision of port infrastructure: An explorative multi-actor perspective on critical success factors
G Aerts, T Grage, M Dooms, E Haezendonck
The Asian journal of shipping and logistics 30 (3), 273-298, 2014
Towards a meta-analysis and toolkit for port-related socio-economic impacts: a review of socio-economic impact studies conducted for seaports
M Dooms, E Haezendonck, A Verbeke
Maritime Policy & Management 42 (5), 459-480, 2015
Knowledge transfers and project-based learning in large scale infrastructure development projects: an exploratory and comparative ex-post analysis
G Aerts, M Dooms, E Haezendonck
International Journal of Project Management 35 (3), 224-240, 2017
The Competitiveness of Global Port-Cities: the Case of the Seine Axis (Le Havre, Rouen, Paris, Caen), France
O Merk, C Ducruet, P Dubarle, E Haezendonck, M Dooms
OECD, 2011
A framework for sustainable port planning in inland ports: a multistakeholder approach
M Dooms, C Macharis
Louvain-la-Neuve: European Regional Science Association (ERSA), 2003
Stakeholder management in ports: a conceptual framework integrating insights from research in strategy, corporate social responsibility and port management
M Dooms, A Verbeke
IAME 2007 Annual Conference 2007, 2007
Turkey's potential on becoming a cruise hub for the East Mediterranean Region: The case of Istanbul
O Bagis, M Dooms
Research in Transportation Business & Management 13, 6-15, 2014
Crafting the integrative value proposition for large scale transport infrastructure hubs: a stakeholder management approach
M Dooms
Asp/Vubpress/Upa, 2010
A new governance perspective on port–hinterland relationships: The Port Hinterland Impact (PHI) matrix
E Haezendonck, M Dooms, A Verbeke
Maritime Economics & Logistics 16 (3), 229-249, 2014
Dynamic green portfolio analysis for inland ports: An empirical analysis on Western Europe
M Dooms, E Haezendonck, T Valaert
Research in Transportation Business & Management 8, 171-185, 2013
Proactive stakeholder management in the port planning process: empirical evidence from the Port of Brussels
M Dooms, C Macharis, A Verbeke
Louvain-la-Neuve: European Regional Science Association (ERSA), 2004
Stakeholder management practices found in landlord seaport authorities in Flanders: an inside-out perspective
G Aerts, M Dooms, E Haezendonck
International Journal of Shipping and Transport Logistics 7 (5), 597-620, 2015
Stakeholder management for port sustainability: Moving from Ad-Hoc to structural approaches
M Dooms
Green ports, 63-84, 2019
Port industry performance management: a meso-level gap in literature and practice?
M Langenus, M Dooms
International journal of logistics research and applications 18 (3), 251-275, 2015
Creating an industry-level business model for sustainability: The case of the European ports industry
M Langenus, M Dooms
Journal of Cleaner Production 195, 949-962, 2018
Das System kann den Vorgang jetzt nicht ausführen. Versuchen Sie es später erneut.
Artikel 1–20