prof.dr. T.J.M. (Tom) Mom

Endowed Professor
Rotterdam School of Management (RSM)
Erasmus University Rotterdam
Member ERIM
Field: Strategy & Entrepreneurship
Affiliated since 2001

Tom J.M. Mom is a professor of Strategic Growth and Implementation in the department of Strategic Management & Entrepreneurship of RSM Erasmus University Rotterdam and was a visiting scholar at the University of Geneva at the chair for Strategic Management. He is also the academic director of RSM's Executive MBA, and director of the Erasmus Executive Programme in Strategic Management. His research interests include new business development & corporate growth, ambidexterity, strategic renewal, and strategy execution. His research output appeared in journals like the Journal of Management Studies, Organization Science, Organization Studies, MIT Sloan Management Review, California Management Review, Human Resource Management, and Long Range Planning. He has presented his research at major international conferences and acts as a reviewer for various journals.

Tom teaches courses on Strategy, Corporate Entrepreneurship, and Implementation to PhD, executive, and master students.

Besides academic research and teaching, Tom is active in research and advisory projects for companies and governments in areas like new business development, strategic growth, innovation, and strategy execution.

Tom obtained a PhD in Strategic Management and a Master’s degree in Strategic Management (Cum Laude) from Rotterdam School of Management (RSM), Erasmus University Rotterdam, and a Master’s Degree in International Management from the Community of European Management Schools (CEMS) preceded by an exchange to the Universität St.Gallen, Switzerland.
 

Key Publications (12)

  • M.G. Baaij, F.A.J. van den Bosch, H.W. Volberda & T.J.M. Mom (2009). Wederzijds profijt: De strategische waarde van de Top 100 concernhoofdkantoren voor Nederland en van Nederland voor deze Top 100. Rotterdam: Inscope
  • T.J.M. Mom (2016). Relational capital, new knowledge and innovative ideas. RSM Discovery - Management Knowledge, 27 (3), 5-7.
  • T.J.M. Mom (2014). (Workshop) Business Model Innovation Assessment - ING.
  • T.J.M. Mom (2014). (Lecture) Ambidexteriteit: Uitblinken in exploratie en exploitatie - Hogeschool Rotterdam.
  • T.J.M. Mom (2013). (Workshop) The infusion of innovation into a lagre establiseh company - KLM Cargo.
  • J.J.P. Jansen & T.J.M. Mom (2012). (Workshop) Ambidexter leiderschap voor superieure prestaties - Total Specific Solutions Group.
  • M.G. Baaij, T.J.M. Mom, F.A.J. van den Bosch & H.W. Volberda Should management relocate across borders? RSM Insight 10, pp. 10-11.
  • M.G. Baaij, T.J.M. Mom, F.A.J. van den Bosch & H.W. Volberda (2012). Should management relocate across borders? RSM Insight, 10 (2), 10-11.
  • T.J.M. Mom & J.J.P. Jansen (2011). Inleiding: Investeren en ondernemen tijdens crises? In Corporate Effectuation: Wat managers kunnen leren van ondernemers
  • J.J.P. Jansen & T.J.M. Mom (2011). (Workshop) Innovatie en vernieuwing binnen het Waterschap - Waterschap.
  • T.J.M. Mom (2011). (Lecture) Corporate Entrepreneurship - ABN AMRO Dialogues House.
  • J.J.P. Jansen & T.J.M. Mom (2010). (Workshop) Strategie en Structuur - Frames Group.
  • T.J.M. Mom (2010). (Project) Recognizing and exploiting new opportunities - Shell.
  • T.J.M. Mom (2010). (Workshop) Speeding up new business development - Havenbedrijf Rotterdam.
  • T.J.M. Mom (2010). (Workshop) Exploring strategic options - TNT Post.
  • T.J.M. Mom (2010). (Lecture) Ambidexteriteit - A.T. Kearney Strategy Consulting.
  • T.J.M. Mom (2009). (Project) Corporate entrepreneurship and Strategic renewal - MeesPierson.
  • I. Oshri & T.J.M. Mom (2009). (Lecture) Technoly Transfer: Demand and Supply - European Comission and Latvian Min. of EA.
  • T.J.M. Mom (2009). (Lecture) Strategic renewal - Fortis and ASR.
  • M.G. Baaij, T.J.M. Mom, Frans, A.J. Van Den Bosch & H.W. Volberda (2009). Strategic value of the top corporate-HQs to the Netherlands - VNO NCW.
  • T.J.M. Mom (2009). (Project) Entering new markets - Smit Internationale.
  • T.J.M. Mom (2009). (Project) Facilitating innovation and renewal - Havenbedrijf Rotterdam.
  • T.J.M. Mom (2009). (Lecture) Intern Ondernemerschap - Nolan, Norton & Co.
  • T.J.M. Mom (2009). (Project) Improving efficiency and effectiveness in corporate entrepreneurship - Shell.
  • T.J.M. Mom (2009). (Workshop) Innovation in Healt Assurance - ASR.
  • T.J.M. Mom (2008). Improving new business development - TNT Post.
  • T.J.M. Mom (2008). New Business Development - Smit Internationale.
  • T.J.M. Mom (2008). Sociale Innovatie - Havenbedrijf Rotterdam.
  • T.J.M. Mom (2008). Growing in new markets - 3M.
  • T.J.M. Mom (2008). New Business Development - Philps.
  • T.J.M. Mom (2008). Innovation, operational efficiency, or both? - TNT.
  • T.J.M. Mom & I. Oshri (2007). Technology transfer in the EU - Directorate-General 'Research and Innovation' of the EC.
  • T.J.M. Mom (2004). Kennis delen, innovatie, en efficiency - Rabobank Nederland.
  • T.J.M. Mom (2004). Kennis delen, innoveren, en ICT - Rabobank Hoeksche Waard.
  • T.J.M. Mom (2004). Kennis delen, innoveren, en ICT - Rabobank Rotterdam.
  • T.J.M. Mom (2004). Kennis delen, innoveren, en ICT - Rabobank Amsterdam.
  • J. De Jong, T.J.M. Mom & Frans, A.J. Van Den Bosch (2004). Horizontal knowledge exchange and innovation - NXP Semi Conductors.
  • Role: Co-promotor
  • PhD Candidate: Sebastian Fourné
  • Time frame: 2010 - 2014
  • Role: Co-promotor
  • PhD Candidate: Aybars Tuncdogan
  • Time frame: 2010 - 2014
  • Role: Daily Supervisor
  • PhD Candidate: Radina Blagoeva
  • Time frame: 2015 -

Editorial positions (2)

  • Journal of Management Studies

    Editorial Board

  • Journal of Organizational Change Management

    Editorial Board

Media and policy makers are fond of new or small ventures that are able to scale-up quickly bringing new products and services to the market while creating new jobs. Start-up firms play a vital role in generating new business activities and in creating economic welfare; however, various studies have clearly explicated that many nascent organizations do not survive – and if they do - remain relatively small (Hopkins, 1997). In the United Kingdom, for instance, growing firms represent only a small minority yet they generate the majority of new jobs in recent years (Nesta, 2009; 2011). Interestingly, a comprehensive set of start-up programs and policy reforms in Denmark in the early 2000s led to a dramatic increase in the numbers of ventures formed, but when analysed five years later, the vast majority had plateaued at a few employees, and fewer than 1% met the fairly modest criteria set to be considered "growth" ventures. So what’s the problem? Why don’t we have as many successful growing organizations we can point to? What makes it so difficult for start-ups and micro organizations to move into areas of comparative advantage and high-value added as to generate attractive growth patterns?

Despite their importance, thus, there is a dearth of empirical evidence of this phenomenon while there are no current unifying theories that explain how some firms are able to scale up and grow at fast paces while others do not. In particular, we lack knowledge on the drivers of scale-up venture successes, on the mechanisms and processes of scale-up ventures and on the dynamics of capability and resource reconfiguration during the scaling-up. The main objective of this PhD project is to shed light on the phenomenon of scale-up ventures exposing the drivers, processes, mechanisms, capabilities, resources and structures that allow them to succeed. By doing so, this project has the potential to contribute to the bodies of knowledge of entrepreneurship and strategy fields while providing ventures teams relevant practical implications.

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