T.J.M. (Tom) Mom

Endowed Professor
RSM - Rotterdam School of Management
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.<br/> 

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). (Lecture) Ambidexteriteit: Uitblinken in exploratie en exploitatie - Hogeschool Rotterdam.
  • T.J.M. Mom (2014). (Workshop) Business Model Innovation Assessment - ING.
  • 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. VolberdaShould 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.
  • 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.
  • J.J.P. Jansen & T.J.M. Mom (2010). (Workshop) Strategie en Structuur - Frames Group.
  • T.J.M. Mom (2010). (Lecture) Ambidexteriteit - A.T. Kearney Strategy Consulting.
  • T.J.M. Mom (2010). (Workshop) Exploring strategic options - TNT Post.
  • T.J.M. Mom (2009). (Lecture) Strategic renewal - Fortis and ASR.
  • 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). (Project) Corporate entrepreneurship and Strategic renewal - MeesPierson.
  • 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). (Workshop) Innovation in Healt Assurance - ASR.
  • I. Oshri & T.J.M. Mom (2009). (Lecture) Technoly Transfer: Demand and Supply - European Comission and Latvian Min. of EA.
  • T.J.M. Mom (2008). Improving new business development - TNT Post.
  • T.J.M. Mom (2008). Growing in new markets - 3M.
  • T.J.M. Mom (2008). Innovation, operational efficiency, or both? - TNT.
  • T.J.M. Mom (2008). New Business Development - Smit Internationale.
  • T.J.M. Mom (2008). Sociale Innovatie - Havenbedrijf Rotterdam.
  • T.J.M. Mom (2008). New Business Development - Philps.
  • 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 Amsterdam.
  • T.J.M. Mom (2004). Kennis delen, innoveren, en ICT - Rabobank Rotterdam.
  • J. De Jong, T.J.M. Mom & Frans, A.J. Van Den Bosch (2004). Horizontal knowledge exchange and innovation - NXP Semi Conductors.
  • T.J.M. Mom (2004). Kennis delen, innoveren, en ICT - Rabobank Hoeksche Waard.
  • S.P.L. Fourné, T.J.M. Mom & J.J.P. Jansen (2014). The Interaction of Top and Middle Managers in Strategy Implementation. Western Business & Management Association Conference: San Francisco, CA.
  • S.P.L. Fourné, J.J.P. Jansen, S.T. Krautwald & T.J.M. Mom (2013). The Interaction of Top and Middle Managers in Strategy Implementation: Effectively Linking Hierarchical Levels. Swiss Strategy Innovation and Entrepreneurship Researchers’ Meeting: Stechelberg, CH.
  • T.J.M. Mom, S.P.L. Fourné & J.J.P. Jansen (2013). Managers' Ambidexterity and Performance: Effects of Experience Antecedents and Work Context Moderators. Academy of Management Conference (BPS Division): Orlando, FL.
  • S.P.L. Fourné, J.J.P. Jansen & T.J.M. Mom (2013). The Interaction of Top and Middle Managers in Strategy Implementation: Examining Hierarchical Linking Mechanisms. Strategic Management Society Conference: Atlanta, GA.
  • S.P.L. Fourné, J.J.P. Jansen & T.J.M. Mom (2013). Reconciling Middle Managers’ Role Conflicts: Individual Level Absorptive Capacity and the Contingency Effects of Social Capital. Western Business & Management Association Conference: San Francisco, CA.
  • S.P.L. Fourné, J.J.P. Jansen & T.J.M. Mom (2012). Reconciling and mastering middle managers’ role conflicts: Individual level absorptive capacity and the moderating effects of social capital. Organization Science Winter Conference: Steamboat Springs, CO.
  • S.P.L. Fourné, J.J.P. Jansen, T.J.M. Mom & S.J. Magala (2012). Strategic Renewal and Middle Managers’ Reconciliation of Role Conflicts: Individual Level Absorptive Capacity and the Moderating Effects of Social Capital. EGOS Colloquium: Helsinki, FI.
  • S.P.L. Fourné, J.J.P. Jansen, T.J.M. Mom & S.J. Magala (2012). Rethinking strategic renewal and role conflict: Middle managers’ absorptive capacity, ambidexterity, and contextual cross-level moderation effects. EURAM Conference: Rotterdam, NL.
  • I.A. Tuncdogan, A.R.E. Boon, T.J.M. Mom, F.A.J. van den Bosch & H.W. Volberda (2012). Influence of Managing Team Regulatory Focus on Business Unit Exploratory Innovation through Organizational Design Elements. SMS Conference: Prague (2012, oktober 6 - 2012, oktober 9).
  • S.P.L. Fourné, J.J.P. Jansen & T.J.M. Mom (2012). Reconciling and mastering middle managers’ role conflicts. Academy of Management Conference (BPS Division): Boston, MA.
  • S.P.L. Fourné & T.J.M. Mom (2012). Social networks and strategic renewal: A middle management perspective. Academy of Management Conference (SAP Division): Boston, MA.
  • P. van Neerijnen, T.J.M. Mom, E. Verwaal & P. Reinmoeller (2012). Disentangling the dynamics between relational embeddedness and individual exploration activities. Academy of Management Conference: Boston, USA (2012, augustus 3 - 2012, augustus 7).
  • I.A. Tuncdogan, T.J.M. Mom, F.A.J. van den Bosch & H.W. Volberda (2012). The relationship between managing team regulatory focus and business unit exploratory innovation, and the mediating role of organizational design elements. SMS Conference: Prague, Czech Republic (2012, oktober 6 - 2012, oktober 9).
  • S.P.L. Fourné, J.J.P. Jansen, T.J.M. Mom & S.J. Magala (2011). Strategic Renewal and Middle Managers’ Reconciliation of Role Conflicts: Individual Level Absorptive Capacity and the Moderating Effects of Social Capital. In PREBEM Conference, Rotterdam, NL
  • T.J.M. Mom (2011). The managers' ambidexterity performance relationship. AoM Academy of Management Annual Meeting: San Antonio, Texas, USA (2011, augustus 12 - 2011, augustus 16).
  • T.J.M. Mom (2011). PDW: Bridging Individual and Corporate Entrepreneurial Opportunities. AoM, Academy of Management Annual Meeting: San Antonio, Texas, USA (2011, augustus 12 - 2011, augustus 16).
  • S.P.L. Fourné, J.J.P. Jansen, T.J.M. Mom & S.J. Magala (2011). Tensions between Continuity and Change – Reconciling Middle Managers’ Role Conflicts Through Individual Level Absorptive Capacity and the Contingency Effects of Social Capital. In EURAM Mini-Conference, Rotterdam, NL
  • T.J.M. Mom (2011). Why are corporate headquarters leaving us?: The element by element international relocation of MNCs’ corporate headquarters. Responsible Corporate Competitiveness (RoCC) research talk: University of St. Gallen, Switzerland (2011, oktober 6).
  • S.P.L. Fourné, J.J.P. Jansen, T.J.M. Mom & S.J. Magala (2011). Strategic Renewal and Role Conflict: Linking Absorptive Capacity and Middle Managers' Ambidexterity. In Academy of Management Conference (BPS Division), San Antonio, TX
  • T.J.M. Mom, Frans, A.J. Van Den Bosch & H.W. Volberda (2009). How to influence managers’ ambidexterity: The effect of the formal organization structure and informal relationships and the moderating role of hierarchical levels. CBS Management Innovation Conference: Copenhagen (2009, september 3 - 2009, september 4).
  • T.J.M. Mom, Frans, A.J. Van Den Bosch & H.W. Volberda (2009). How to influence managers’ ambidexterity: The effect of the formal organization structure and informal relationships and the moderating role of hierarchical levels. the Capability Conference: RSM, Erasmus University (2009, juni 12 - 2009, juni 13).
  • T.J.M. Mom & I. Oshri (2008). CERT-TTT-M: Demand and supply in the TT market place. The Technology Transfer Conference: RSM, Erasmus University (2008, december 3 - 2008, december 3).
  • T.J.M. Mom (2008). New organization forms and ambidexterity. INSCOPE Research Workshop: Maastricht University (2008, december 12 - 2008, december 12).
  • T.J.M. Mom (2007). In search of new organizational forms: Balancing high levels of exploration and exploitation. AoM OMT Symposium “Does the Dynamics of Fast Change Call for New Organizational Forms: Philadelphia, USA (2007, augustus 3 - 2007, augustus 8).
  • T.J.M. Mom, Frans, A.J. Van Den Bosch & H.W. Volberda (2007). Managers’ Exploration and Exploitation Activities: The influence of coordination mechanisms. Academy of Management Conference: Philadelphia, USA (2007, augustus 3 - 2007, augustus 8).
  • T.J.M. Mom, Frans, A.J. Van Den Bosch & H.W. Volberda (2006). Ivestigating Managers' Exploration and Exploitation Activities: The Influence of Top-down, Bottom-up, and Horizontal Knowledge Inflows.
  • T.J.M. Mom, Frans, A.J. Van Den Bosch & H.W. Volberda (2005). Investigating Managerial Ambidexterity: The Influence of Top-Down, Bottom-Up, and Horizontal Knowledge Inflows. ERIM workshop on Ambidextrous Strategies and Innovation: Rotterdam, The Netherlands, November 7.
  • T.J.M. Mom, Frans, A.J. Van Den Bosch & H.W. Volberda (2005). The Influence of Managerial and Organizational Determinants of Horizontal Knowledge Exchange on Competence Building and Competence Leveraging.
  • T.J.M. Mom, Frans, A.J. Van Den Bosch & H.W. Volberda (2005). Investigating Managerial Ambidexterity. The Copenhagen Conference on Strategic Management: Copenhagen, Denmark, December 14-15.
  • T.J.M. Mom, Frans, A.J. Van Den Bosch & H.W. Volberda (2004). Intra-Organizational Knowledge Exchange as Antecedent of Exploration and Exploitation Processes. Academy of Management Conference: New Orleans, USA, August 6-11.
  • T.J.M. Mom, Frans, A.J. Van Den Bosch & H.W. Volberda (2003). 'Managing and Organizing Concurrent Knowledge Exploration and Exploitation: On the organizational antecedents and outcomes of inter-unit knowledge exchange and the role of IT. Organizational Knowledge, Learning and Capabilities Conference: Barcelona, Spain (2003, april 13 - 2003, april 14).
  • T.J.M. Mom, Frans, A.J. Van Den Bosch & H.W. Volberda (2003). Managing Concurrently the Processes of Knowledge Exploration and Exploitation: The Influence of Horizontal Knowledge Exchange Determinants. DRUID Summer Conference: Copenhagen, Denmark (2003, juni 12 - 2003, juni 14).
  • T.J.M. Mom, Frans, A.J. Van Den Bosch & H.W. Volberda (2003). Vertical and Horizontal Knowledge Exchange as Determinants of a Firm's Strategic Exploration and Exploitation Processes: The Influence of Organizational Factors and the Introduction of an Intranet. SMS Mini Conference on Innovating Strategy Processes: Connecticut, USA, May 25-28.
  • T.J.M. Mom (2003). Managing Concurrently the Strategic Processes of Competence Building and Competence Leveraging: The Influence of Horizontal Knowledge Integration Determinants. Academy of Management Conference: Seattle, USA, August 1-6.
  • T.J.M. Mom, Frans, A.J. Van Den Bosch & H.W. Volberda (2002). On the internal determinants of long lived firms' exploration and exploitation adaptions. The proceedings of the EGOS, 18th Colloquium: Barcelona, Spain, July 4-6.
  • T.J.M. Mom, Frans, A.J. Van Den Bosch & H.W. Volberda (2002). Management processes and knowledge integration as the Strategic internal determinants of a firm's exploration and exploitation adaption. Strategic Management Society 22nd Annual International Conference: Paris, France, September 22-25.
  • T.J.M. Mom, Frans, A.J. Van Den Bosch & H.W. Volberda (2002). On the Internal Determinants of a Multi-Unit Firm's Ability to Manage the Balance of Competence Building and Competence Leveraging. Competence Conference: Lausanne, Switzerland (2002, oktober 26 - 2002, oktober 28).

Editorial positions

  • Journal of Organizational Change Management

    Editorial Board

  • Journal of Management Studies

    Editorial Board

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.

Read more

Scale-Up DNA: How do fast-growing organizations sustain their growth over time?

Although academics and practitioners have widely discussed the importance and value of fast-growing organizations or scale-ups, insights about how such organizations may sustain their growth by entering new growth trajectories is rather scarce. Earlier research has shown what may drive growth, more than two-thirds of fast-growing organizations tend to lose their growth after three years. As such, scale-ups need to constantly steer the organizations through disruptive times, and need to balance exploration and exploitation when sensing and seizing new opportunities. This research project focuses on uncovering the DNA of scale-ups and to investigate the organizational and managerial capabilities that those organizations need in order to sustain fast-growth over time. 

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Scaling up: Antecedences, processes and mechanisms that drive scale-up ventures

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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Address

Visiting address

Office: Mandeville Building T07-42
Burgemeester Oudlaan 50
3062 PA Rotterdam

Postal address

Postbus 1738
3000 DR Rotterdam
Netherlands

Latest publication

I.A. Tuncdogan, A.R.E. Boon, T.J.M. Mom, Frans, A.J. Van Den Bosch & H.W. Volberda (2017). Management teams' regulatory foci and organizational units' exploratory innovation: The mediating role of coordination mechanisms. Long Range Planning, 50 (5), 621-635. doi: http://dx.doi.org/10.1016/j.lrp.2016.11.002[go to publisher's site]