prof. dr. D.A. (Daan) Stam

Full Professor

Department of Technology and Operations Management

Rotterdam School of Management (RSM)

Erasmus University Rotterdam

Member ERIM

Field: Logistics & Information Systems

Affiliated since 2004

T: +31 10 4082007

E: dstam@rsm.nl

Daan Stam is Endowed Professor of Innovation Management at the department of Technology and Operations Management at Rotterdam School of Management, Erasmus University Rotterdam, the Netherlands. His research interests include leadership and communication, in particular in innovation and operational settings. Daan Stam is a member of the Erasmus Centre for Leadership Studies. His research is published in such academic outlets as Organizational Behavior and Human Decision Processes, Organization Science, Journal of Operations Management, The Leadership Quarterly and Journal of Organizational Behavior.

Publications (25)

Articles (18)

M. Venus, D.A. Stam & D.L. van Knippenberg (2019). Visions of change as visions of continuity. Academy of Management Journal, 62 (3), 667-690. doi: 10.5465/amj.2015.1196
D.A. Stam & M. Boons (2019). Crowdsourcing for innovation: How related and unrelated perspectives interact to increase creative performance. Research Policy, 48 (7), 1758-1770. doi: 10.1016/j.respol.2019.04.005
D.A. Stam, D.L. van Knippenberg, B. Wisse & A. Nederveen Pieterse (2018). Motivation in words: promotion- and prevention-oriented leader communication in times of crisis. Journal of Management, 44 (7), 2859-2887. doi: 10.1177/0149206316654543
G.G. van Houwelingen, D.A. Stam & S.R. Giessner (2017). So close and yet so far away: A psychological distance account of the effectiveness of leader appeals. Journal of Applied Social Psychology, 47 (12), 665-676. doi: 10.1111/jasp.12469
J. de Vries, M.B.M. de Koster & D.A. Stam (2016). Aligning order picking methods, incentive systems, and regulatory focus to increase performance. Production and Operations Management, 25 (8), 1363-1376. doi: 10.1111/poms.12547
J. de Vries, M.B.M. de Koster & D.A. Stam (2016). Exploring the role of picker personality in predicting picking performance with pick by voice, pick to light and RF-terminal picking. International Journal of Production Research, 54 (8), 2260-2274. doi: 10.1080/00207543.2015.1064184
J. de Vries, M.B.M. de Koster & D.A. Stam (2016). Safety Does Not Happen by Accident: Antecedents to a Safer Warehouse. Production and Operations Management, 25 (8), 1377-1390. doi: 10.1111/poms.12546
M. Boons, D.A. Stam & H.G. Barkema (2015). Feelings of Pride and Respect as Drivers of Ongoing Member Activity on Crowdsourcing Platforms. Journal of Management Studies, 52 (6), 717-741. doi: 10.1111/joms.12140
D. Deichmann & D.A. Stam (2015). Leveraging transformational and transactional leadership to cultivate the generation of organization-focused ideas. The Leadership Quarterly, 26 (2), 204-219. doi: 10.1016/j.leaqua.2014.10.004
D.A. Stam, R.G. Lord, D. van Knippenberg & B. Wisse (2014). An image of who we might become: Vision communication, possible selves, and vision pursuit. Organization Science, 25 (4), 1172-1194. doi: 10.1287/orsc.2013.0891
D. Van Dierendonck, D.A. Stam, P. Boersma, N. de Windt & J. Alkema (2014). Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes. The Leadership Quarterly, 25 (3), 544-562. doi: 10.1016/j.leaqua.2013.11.014
N. Ellemers, E. Sleebos, D.A. Stam & D. de Gilder (2013). Feeling included and valued: How perceived respect affects positive team identity and willingness to invest in the team. British Journal of Management, 24 (1), 21-37. doi: 10.1111/j.1467-8551.2011.00784.x
M. Venus, D.A. Stam & D. van Knippenberg (2013). Leader emotion as a catalyst of effective leader communication of visions, value-laden messages, and goals. Organizational Behavior and Human Decision Processes, 122 (1), 53-68. doi: 10.1016/j.obhdp.2013.03.009
D.A. Stam, A. De Vet, H.G. Barkema & C.K.W. de Dreu (2013). Suspending group debate and developing concepts. Journal of Product Innovation Management, 30 (S1), 48-61. doi: 10.1111/jpim.12063
M.B.M. de Koster, D.A. Stam & B.M. Balk (2011). Accidents happen: The influence of safety-specific transformational leadership, safety consciousness, and hazard recucing systems on warehouse accidents. Journal of Operations Management, 29 (7-8), 753-765. doi: 10.1016/j.jom.2011.06.005
A. Nederveen Pieterse, D. van Knippenberg, M.C. Schippers & D.A. Stam (2010). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior, 31 (4), 609-623. doi: 10.1002/job.650
D.A. Stam, D. van Knippenberg & B. Wisse (2010). The role of regulatory fit in visionary leadership. Journal of Organizational Behavior, 31 (4), 499-518. doi: 10.1002/job.624
D.A. Stam, D. van Knippenberg & B. Wisse (2010). Focusing on followers: The role of regulatory focus and possible selves in visionary leadership. The Leadership Quarterly, 21 (3), 457-468. doi: 10.1016/j.leaqua.2010.03.009

Book Contributions

D. van Knippenberg & D.A. Stam (2014). Visionary Leadership. In D.V. Day (Ed.), Oxford Handbook of Leadership and Organizations (pp. 241-259). New York: Oxford University Press

Professional Publications (6)

D.A. Stam (2017). Leadership communication in times of crisis. RSM Discovery - Management Knowledge, 29 (1), 12-14.
D. van Dierendonck & D.A. Stam (2014). Exploring the differentials between servant and transformational leadership. RSM Discovery - Management Knowledge, 18 (2), 16-17.
D.A. Stam, A. de Vet, H.G. Barkema & C.K.W. Dreu (2014). Why quiet reflection improves development performance. RSM Insight, 17 (1), 14-15.
M. Venus, D.A. Stam & D. van Knippenberg (2013). The value of emotion in visionary leadership. RSM Insight, 15 (3), 8-10.
M.B.M. de Koster, D.A. Stam & B.M. Balk (2011). Accidents will happen: Do hazard-reducing systems help? Logistics and Transport, 1 (12), 63-66.
M.B.M. de Koster, D.A. Stam & B.M. Balk (2011). Accidents will happen: do hazard-reducing systems help? RSM Insight, 5 (1), 8-11.