J. (Hans) van Oosterhout

Full Professor
RSM - Rotterdam School of Management
Erasmus University Rotterdam
Fellow ERIM
Field: Strategy & Entrepreneurship
Affiliated since 2002

Hans van Oosterhout is a professor of corporate governance and responsibility at the Department of Strategic Management and Entrepreneurship, Rotterdam School of Management, Erasmus University (RSM).



His research is in comparative corporate governance, involving both comparisons between different national corporate governance systems, and comparisons between different forms of enterprise organization.



His current research focuses on how jurisdiction level institutions shape the respective role of owners and executives in publicly listed firms, and on the corporate governance challenges and practices of professional partnerships, family firms, and philanthropic organizations.



Professor van Oosterhout has published extensively in journals including the Academy of Management Review, Organization Studies, the Journal of Management Studies, Business Ethics Quarterly and the Journal of Business Ethics.



He has held visiting positions at the Australian National University and the The Wharton School of the University of Pennsylvania.



Professor van Oosterhout obtained an MA Cum Laude in political science from Leiden University and a PhD in Management from Erasmus University.

  • P.P.M.A.R. Heugens, J. van Oosterhout & J.J. Vromen (2004). The Social Institutions of Capitalism: Evolution and Design of Social Contracts. Cheltenham: Edward Elgar Publishing
  • P.P.M.A.R. Heugens & J. van Oosterhout (2008). Much ado about nothing: A conceptual critique of corporate social responsibility. In D.S. Siegel, D. Matten, A. McWilliams & A. Crane (Eds.), The Oxford Handbook of Corporate Social Responsibility (pp. 197-223). Oxford: Oxford University Press
  • P.P.M.A.R. Heugens, J. van Oosterhout & J.J. Vromen (2004). Social Contract Theories: E Pluribus Unum? In P.P.M.A.R Heugens & J. Van Oosterhout (Eds.), The Social Institutions of capitalism: Evolution and Design of Social Contracts (pp. 1-19). Cheltenham: Edward Elgar Publishing
  • J. van Oosterhout, B.H.E. Wempe & T. van Willigenburg (2002). A Critique of Monistic Organizational Ethics. In Proceedings Ninth Annual International Conference Promoting Business Ethics. Niagara Falls
  • K.L. van Rutte & J. van Oosterhout (2002). Standard Argumentative Strategies in Conceptualizing Business Ethics. In Duane Windsor & Stephanie Welcomer (Eds.), 2002 Proceedings Thirteenth Anual Conference Victoria (B.C.) June 27-30 2002 of the International Association for Business and Society (pp. 61-65)
  • P.P.M.A.R. Heugens, S.P. Kaptein, J. van Oosterhout & J.F.D.B. Wempe (2002). Ethical Criteria for Corporations. In S.P. Kaptein & J. Wempe (Eds.), The Balanced Company: a Theory of Corporate Integrity (pp. 227-262). Oxford/New York: Oxford University Press
  • J. van Oosterhout, P.P.M.A.R. Heugens & S.P. Kaptein (2000). Normative documents, the contract model, and stakeholder management. In Kathleen.A Getz & Duane Windsor (Eds.), Proceedings Eleventh Annual Conference Essex Junction, March 16-19, 2000 of the International Association for Business and Society (pp. 276-281). Essex: International Association for Business /Society

PhD in Strategic Management and Entrepreneurship

The Department of Strategic Management and Entrepreneurship at the Rotterdam School of Management, Erasmus University provides a strong research environment, with numerous faculty members and PhD students working across nearly all relevant fields of the wider strategic management field. Three characteristics make the Department an excellent environment for high-quality candidates to pursue a PhD.

• First, we pride ourselves in our excellent PhD placement record, and our graduates routinely find placements in top schools worldwide. Recent placements include INSEAD, Judge (Cambridge), Desautels (McGill), HEC Paris, ETH Zurich, Otto Besheim (WHU), and Moore (University of South Carolina). 

• Second, the department hosts specialists in a wide variety of methodological traditions, including survey and archival data analysis, longitudinal econometric analysis, meta-analysis, case studies, grounded theory, and fuzzy-set qualitative comparative analysis.

• Third, our department is well-connected internationally. It structurally hosts visiting professors, like Gerry George (SMU), and our own faculty have held visiting positions at schools like Harvard, Imperial, Kellogg, MIT, and Wharton.In short, the Department offers one of the most stimulating and productive environments for pursuing a PhD in Strategic Management and Entrepreneurship in North-western Europe.

 

PhD research in the Strategic Management and Entrepreneurship group at the Rotterdam School of Management is expected to take place within four main research themes that represent currently ongoing research:

1. Strategic and Corporate Entrepreneurship;

2. Strategic Renewal; 

3. Corporate Governance and Competitiveness;

4. Global Strategy.

Although research that cuts across these four themes is encouraged, candidates are expected to express and explain their preferences for one or more research themes in the cover letter of their application.

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Corporate governance and non-market strategy

Modern era corporate leaders are not only confronted with a host of activities by stakeholder activists seeking to influence their decisions, but also have to deal with an external environment whereby the boundaries between politics and business become increasingly blurred. Indeed, reports about corporate donations to political parties, intense lobbying, or the appointment of politicians to the board have become the norm. It therefore appears that firms increasingly recognize the need to complement their competitive strategies with non-market strategies involving corporate political activities. However, scholarly discourse remains relatively silent on the question how firms simultaneously embed competitive and non-market strategies into their overall governance architecture. The objective of this project is to enhance our theoretical and empirical understanding of how the systematic adoption of non-market strategies shape the governance practices and architectures of firms.

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Ownership and governance strategy for new ventures

New ventures are increasingly important for advanced market economies because of their ability to develop and market new products and services and create value for society. An important challenge that new ventures will face in the first part of their lifecycle, however, is to align their ownership and governance structures with their key resources, resource dependencies, core activities, and business models through which they create and appropriate value at different stages of their life-cycle. Although critical for new venture success and survival, the question of how new ventures develop their ownership governance strategy is hardly addressed in the entrepreneurship and corporate governance literatures. The main aim of this PhD project is to shed light on the ownership and governance choices that new ventures make going forward, in order to develop insights that entrepreneurs, investors, and regulators could use to increase the survival and success of new ventures. 

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2015
May
26
Research Seminar
2012
November
30
2012
October
04
2005
March
02
  • ERIM Top Article Award (2007)

    Details


Address

Visiting address

Office: Mandeville Building T07-53
Burgemeester Oudlaan 50
3062 PA Rotterdam

Postal address

Postbus 1738
3000 DR Rotterdam
Netherlands

Latest publication

M.W. Lander, P.P.M.A.R. Heugens & J. van Oosterhout (2017). Drift or alignment? A configurational analysis of law firms’ ability to combine profitability with professionalism. Journal of professions and organization, 4 (2), Forthcoming. doi: https://doi.org/10.1093/jpo/jow011