prof.dr. J.J.P. (Justin) Jansen

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

Justin Jansen is Professor of Corporate Entrepreneurship at Rotterdam School of Management. He is intrigued by the notion that most organizations tend to focus on existing businesses and clients, and are not able to break away from existing routines and processes in order to explore into new territories. To what extent are existing firms able to facilitate the emergence of entrepreneurship within their organization and – even more difficult – balance this desire of innovation and change with a continued focus on operational excellence? Professor Jansen’s research provides new insights into the roles of leadership, the organizational design as well as the development of novel capabilities as to improve long-term viability and performance. Based on the impact of his research, professor Jansen has recently been named as one of the most influential scientific minds worldwide by Thomson Reuters. Regarded as ' Hot Research', the ideas generated by and outcomes of Jansen's work have affected the future of management research in important new ways. Professor Jansen has also been named as one of the top-100 leading professors in the field of entrepreneurship, and noted to be one of the individuals cultivating the leaders of tomorrow. His research on strategic leadership, organizational learning and absorptive capacity, organizational ambidexterity and corporate entrepreneurship has been published in various academic journals including the Academy of Management Journal, Journal of Business Venturing, Journal of Management, Journal of Management Studies, Leadership Quarterly, Management Science, Organization Science, Strategic Entrepreneurship Journal, and Strategic Management Journal. Moreover, his research has received recognition throughout the field and several accolades including the ERIM best paper award, the ERIM best dissertation award, and the SAP best strategy paper. He is a recipient of the Erasmus Research Fellowship. Professor Jansen is currently an associate editor of the Journal of Management Studies and serves on the editorial boards of the Academy of Management Journal, Academy of Management Review and the Strategic Management Journal. Professor Jansen is scientific director of the Erasmus Centre for Entrepreneurship (ECE). This center provides a unique platform that ranges from scholarly insights about (corporate) entrepreneurship and new opportunities, startup campuses for ambitious entrepreneurs, to exciting executive programs for leading and initiating entrepreneurial behaviors within established organizations. Justin Jansen also acts as a (research) consultant, speaker, and external advisor to a variety of companies as well as governmental agencies. He has designed and developed workshops as well as management programs about the ability of organizations to identify and initiate novel growth paths, to develop strategic leadership, and to combine seemingly opposing forces such as innovation and operational excellence. Moreover, he has advised governmental agencies on the improvement of the entrepreneurial climate in the Netherlands and on spurring the number of fast-growing organizations.

Publications

  • Academic (36)
    • Ahmadi, S., Jansen, J., & Eggers, JP. (2021). Stretch Goals and Idea Generation: One Size fits All? Organization Science, In Press. https://doi.org/10.1287/orsc.2021.1462

    • Tarba, S., Jansen, J., Mom, T., Raisch, S., & Lawton, T. (2020). A Microfoundational Perspective of Organizational Ambidexterity: Critical Review and Research Directions. Long Range Planning, 53(6), [10248]. https://doi.org/10.1016/j.lrp.2020.102048

    • Micheli, M. R., Berchicci, L., & Jansen, J. J. P. (2020). Leveraging diverse knowledge sources through proactive behaviour: How companies can use inter-organizational networks for business model innovation. Creativity and Innovation Management, 29(2), 198-208. https://doi.org/10.1111/caim.12359

    • Blagoeva, R., Kavusan, K., & Jansen, J. (2020). Who violates expectations when? How firms’ growth and dividend reputations affect investors’ reactions to acquisitions. Strategic Management Journal, 41(9), 1712-1742. https://doi.org/10.1002/smj.3155

    • Fourne, S., Rosenbusch, N., Heyden, M., & Jansen, J. (2019). Structural and Contextual Approaches to Ambidexterity: A Meta-Analysis of Organizational and Environmental Contingencies. European Management Journal, 37(5), 564-576. https://doi.org/10.1016/j.emj.2019.04.002

    • Alexiev, AS., Jansen, J., Volberda, H., & Bosch, F. (2019). Contextualizing Senior Executive Advice Seeking: The Role of Decision Process Comprehensiveness and Empowerment Climate. Organization Studies, 41(4), 471-497. https://doi.org/10.1177/0170840619830128

    • Blagoeva, R., Mom, T., Jansen, J., & George, G. (2019). Problem-solving or Self-Enhancement? A Power Perspective on how CEOs affect R&D search in the face of inconsistent feedback. Academy of Management Journal, 63(2). https://doi.org/10.5465/amj.2017.0999

    • Mom, T., Chang, YY., Cholakova, M., & Jansen, J. (2018). A Multilevel Integrated Framework of Firm HR Practices, Individual Ambidexterity and Organizational Ambidexterity. Journal of Management, 45(7), 3009-3034. https://doi.org/10.1177/0149206318776775

    • Garcia-Granero, A., Fernandez-Mesa, A., & Jansen, J. (2017). Top Management Team Diversity and Ambidexterity: The Contingent Role of Shared Responsibility and CEO Cognitive Trust. Long Range Planning, 51(6), 881-893. https://doi.org/10.1016/j.lrp.2017.11.001

    • Fasaei, H., Tempelaar, MP., & Jansen, J. (2017). Firm Reputation and investment decisions: The contigency role of securitie analysts' recommendations. Long Range Planning, 51(5), 680-692. https://doi.org/10.1016/j.lrp.2017.07.010

    • Wang, P., Vrande, V., & Jansen, J. (2017). Balancing Exploration and Exploitation in Inventions: Quality of Inventions and Team Composition. Research Policy, 46(10), 1836-1850. https://doi.org/10.1016/j.respol.2017.09.002

    • Ahmadi, S., Khanagha, S., Berchicci, L., & Jansen, J. (2017). Are Managers Motivated to Explore in the Face of a New Technological Change? The Role of Regulatory Focus, Fit, and Complexity of Decision-Making. Journal of Management Studies, 54(2), 209-237. https://doi.org/10.1111/joms.12257

    • Jansen, J., Kostopoulos, K., Mihalache, O., & Papalexandris, A. (2016). A Socio-Psychological Perspective on Team Ambidexterity. Journal of Management Studies, 53(6), 939-965. https://doi.org/10.1111/joms.12183

    • Mom, T., Fourne, S., & Jansen, J. (2015). Managers' Work Experience, Ambidexterity, and Performance: The Contingency Role of the Work Context. Human Resource Management, 54(S1), s133-s153. https://doi.org/10.1002/hrm.21663

    • Cao, Q., Simsek, Z., & Jansen, J. (2015). CEO Social Capital and Entrepreneurial Orientation of the Firm: Bonding and Bridging Effects. Journal of Management, 41(7), 1957-1981. https://doi.org/10.1177/0149206312469666

    • Simsek, Z., Jansen, J., Minichilli, A., & Escriba-Esteve, A. (2015). Strategic Leadership and Leaders in Entrepreneurial Contexts: A Nexus for Innovation and Impact Missed? Journal of Management Studies, 52(4), 463-478. https://doi.org/10.1111/joms.12134

    • Mihalache, RO. O., Jansen, J., Bosch, F., & Volberda, H. (2014). Top Management Team Shared Leadership and Organizational Ambidexterity: A Moderated Mediation Model. Strategic Entrepreneurship Journal, 8(2), 128-148. https://doi.org/10.1002/sej.1168

    • Fourne, S., Jansen, J., & Mom, T. (2014). Strategic Agility in MNEs: Managing Tensions to Capture Opportunities Across Emerging and Established Markets. California Management Review, 56(3), 13-38. https://doi.org/10.1525/cmr.2014.56.3.13

    • Mihalache, O., Jansen, J., Bosch, F., & Volberda, H. (2014). Advancing Management Innovation: Synthesizing Processes, Levels of Analysis, and Change Agents. Organization Studies, 35(9), 1245-1264. https://doi.org/10.1177/0170840614546155

    • van Doorn, S. S., Jansen, J., Bosch, F., & Volberda, H. (2013). Entrepreneurial Orientation and Firm Performance: The moderating role of senior team attributes and environmental dynamism. Journal of Product Innovation Management, 30(5), 821-836. https://doi.org/10.1111/jpim.12032

    • Simsek, Z., Heavey, C., & Jansen, J. (2013). Journal Impact as a Diffusion Process: A Conceptualization and the Case of the Journal of Management Studies. Journal of Management Studies, 50(8), 1374-1407. https://doi.org/10.1111/joms.12007

    • Wijk, R., Jansen, J., Bosch, F., & Volberda, H. (2012). How Firms shape knowledge to explore and exploit: A Study of Knowledge Flows, Knowledge Stocks and innovative performance across units. Technology Analysis and Strategic Management, 24(9), 929-950. https://doi.org/10.1080/09537325.2012.718666

    • Vaccaro, IG. I., Jansen, J., Bosch, F., & Volberda, H. (2012). Management Innovation and Leadership: The Moderating Role of Organizational Size. Journal of Management Studies, 49(1), 28-51. https://doi.org/10.1111/j.1467-6486.2010.00976.x

    • Jansen, J., Simsek, Z., & Cao, Q. (2012). Ambidexterity and Performance in Multi-unit Contexts: Cross-level Moderating Effects of Structural and Resource Attributes. Strategic Management Journal, 33(11), 1286-1303. https://doi.org/10.1002/smj.1977

    • Mihalache, RO. O., Jansen, J., Bosch, F., & Volberda, H. (2012). Offshoring and Firm Innovativeness: The Moderating Role of Top Management Team Attributes. Strategic Management Journal, 33(13), 1480-1498. https://doi.org/10.1002/smj.1983

    • Alexiev, AS., Jansen, J., Bosch, F., & Volberda, H. (2010). Top Management Team Advice Seeking and Exploratory Innovation: The Moderating Role of TMT Heterogeneity. Journal of Management Studies, 47(7), 1343-1364. https://doi.org/10.1111/j.1467-6486.2010.00919.x

    • Jansen, J., Vera, D., & Crossan, M. (2009). Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism. The Leadership Quarterly, 20(1), 5-18. https://doi.org/10.1016/j.leaqua.2008.11.008

    • Burgers, JH., Jansen, J., Bosch, F., & Volberda, H. (2009). Structural Differentiation and Corporate Venturing: The Moderating Role of Formal and Informal Integration Mechanisms. Journal of Business Venturing, 24(3), 206-220. https://doi.org/10.1016/j.jbusvent.2009.01.006

    • Jansen, J., Tempelaar, MP., Bosch, F., & Volberda, H. (2009). Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms. Organization Science, 20(4), 797-811. https://doi.org/10.1287/orsc.1080.0415

    • Wijk, R., Jansen, J., & Lyles, MA. (2008). Inter- and Intra-organizational knowledge transfer: a meta analytic review and assessment of its antecedents and consequences. Journal of Management Studies, 45(4), 830-853. https://doi.org/10.1111/j.1467-6486.2008.00771.x

    • Jansen, J., George, G., Bosch, F., & Volberda, H. (2008). Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership. Journal of Management Studies, 45(5), 982-1007. https://doi.org/10.1111/j.1467-6486.2008.00775.x

    • Jansen, J., Bosch, F., & Volberda, H. (2006). Exploratory Innovation, Exploitative Innovation, and Performance effects of organizational antecedents and environmental moderators. Management Science, 52(11), 1661-1674. https://doi.org/10.1287/mnsc.1060.0576

    • Bezemer, PJ., Volberda, H., Bosch, F., & Jansen, J. (2006). Strategische vernieuwing in Nederlandse non-profit organisaties. MAB, 80(4), 190-197. http://hdl.handle.net/1765/10930

    • Jansen, J., Bosch, F., & Volberda, H. (2005). Managing Potential and Realized Absorptive Capacity: How do Organizational Antecedents Matter? Academy of Management Journal, 48(6), 999-1015. https://doi.org/10.5465/AMJ.2005.19573106

    • Jansen, J., Bosch, F., & Volberda, H. (2005). Exploratory Innovation, Exploitative Innovation, and Ambidexterity: The Impact of Environmental and Organizational Antecedents. Schmalenbach Business Review, 57(4), 351-363. http://hdl.handle.net/1765/10932

    • Jansen, J., Bosch, F., & Volberda, H. (2003). Strategische vernieuwing van ondernemingen: het managen van innovatie en efficiency. M en O, 57(6), 25-36. http://hdl.handle.net/1765/6484

  • Popular (1)
    • Volberda, H., Bosch, F., Jansen, J., & Baaij, M. (2005). Geen groot bedrijf het land uit. Het Financiële Dagblad, 9.

  • Professional (5)
    • Jansen, J., & Vrande, V. (2018). Is it better to look inside or outside for innovation? RSM Discovery - Management Knowledge, 33(1), 8-10. http://hdl.handle.net/1765/105616

    • Jansen, J. (2016). How to build ambidextrous teams. RSM Discovery - Management Knowledge, 26(2), 16-18. http://hdl.handle.net/1765/93036

    • Jansen, J. (2013). Offshoring and firm innovation. RSM Insight, 14(2), 14-15. http://hdl.handle.net/1765/41656

    • Vaccaro, IG. I., Jansen, J., Bosch, F., & Volberda, H. (2013). Innoveert de CEO wel mee? M en O, 67(5), 91-106.

    • Bosch, F., Volberda, H., & Jansen, J. (2007). Minister Donner staart zich blind op ontslagrecht. Trouw.

  • Academic (1)
    • Volberda, H., Bosch, F., Jansen, J., Szczygielska, AO., & Vuren, M. (2007). Inspelen op Globalisering; Offshoring, innovatie en versterking van de concurrentiekracht van Nederland. Stichting Maatschappij en Onderneming. http://hdl.handle.net/1765/10924

  • Professional (1)
    • Volberda, H., Bosch, F., & Jansen, J. (2006). Slim Managen en Innovatief Organiseren. Eiffel ism Het Financieele Dagblad, AWVN, De Unie en RSM. http://hdl.handle.net/1765/14777

  • Academic (1)
    • Mihalache, RO. O., Kawase, M., & Jansen, J. (2011). Offshoring knowledge vs. labor intensive services: A contingency perspective. In A. Verbeke, R. van Tulder, & A. T. Tavares (Eds.), Entrepreneurship in the Global Firm Emerald. Progress in International Business Research Vol. 6

  • Professional (2)
    • Mom, T., & Jansen, J. (2011). Inleiding: Investeren en ondernemen tijdens crises? In Corporate Effectuation: Wat managers kunnen leren van ondernemers

    • Volberda, H., Bosch, F., & Jansen, J. (2007). Hoe rendeert sociale innovatie? De innovatie uitdaging in een mondiaal speelveld. In Samen groeien door sociale innovatie: Feiten, meningen en ervaringen uit het NCSI congres 2007 (pp. 38-55). Nederlands Centrum voor Sociale Innovatie. http://hdl.handle.net/1765/31697

  • Academic (61)
    • Ahmadi, S., Jansen, J., & Khanagha, S. (2016). Fostering dispersed entrepreneurship within large organizations – The role of goals and resource availability ? –Academy of Management Conference: Aanaheim- California- August 2016.

    • Ahmadi, S., Berchicci, L., & Jansen, J. (2015). A Motivational Perspective of Exploration: The Effects of Regulatory Focus and Managerial Decision-making Complexity on Exploration. Academy of Management Conference, Vacouver- Canada- August 2015.

    • Fourne, S., Mom, T., & Jansen, J. (2014). The Interaction of Top and Middle Managers in Strategy Implementation. Western Business & Management Association Conference, San Francisco, CA.

    • Mihalache, RO. O., Jansen, J., Bosch, F., & Volberda, H. (2013). The influence of TMT learning processes and organizational learning capacity on management innovation. EURAM 2013, Istanbul.

    • Fourne, S., Jansen, J., & Mom, T. (2013). The Interaction of Top and Middle Managers in Strategy Implementation: Examining Hierarchical Linking Mechanisms. Strategic Management Society Conference, Atlanta, GA.

    • Mom, T., Fourne, S., & Jansen, J. (2013). Managers' Ambidexterity and Performance: Effects of Experience Antecedents and Work Context Moderators. Academy of Management Conference (BPS Division), Orlando, FL.

    • Correia-Lima, BSB., Fourne, S., & Jansen, J. (2013). Exploration and Exploitation: A Meta-Analytic Review of Conceptual and Contextual Factors. Academy of Management Conference (BPS Division), Orlando, FL.

    • Fourne, S., Jansen, J., Krautwald, ST., & Mom, T. (2013). The Interaction of Top and Middle Managers in Strategy Implementation: Effectively Linking Hierarchical Levels. Swiss Strategy Innovation and Entrepreneurship Researchers’ Meeting, Stechelberg, CH.

    • Fourne, S., Jansen, J., & Mom, T. (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.

    • Mihalache, RO. O., Jansen, J., Bosch, F., & Volberda, H. (2012). TMT processes as antecedents of management innovation: The moderating role of absorptive capacity. Academy of Management, Boston.

    • Fourne, S., Jansen, J., & Mom, T. (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.

    • Fourne, S., Jansen, J., & Correia-Lima, BSB. (2012). Middle Managers as Drivers of Strategic Agility: Managing Resource Portfolios Facilitated by Social Networks. Organization Science Winter Conference, Steamboat Springs, CO.

    • Fourne, S., Jansen, J., Mom, T., & Magala, S. (2012). Rethinking strategic renewal and role conflict: Middle managers’ absorptive capacity, ambidexterity, and contextual cross-level moderation effects. EURAM Conference, Rotterdam, NL.

    • Correia-Lima, BSB., Fourne, S., & Jansen, J. (2012). The Relationship of Exploration and Exploitation: Reaching Consensus on Fundamental Debates Using Meta-Analytic Techniques. Strategic Management Society Conference, Prague, CZ.

    • Fourne, S., Jansen, J., Mom, T., & Magala, S. (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.

    • van Doorn, S. S., Jansen, J., Bosch, F., & Volberda, H. (2012). The mediating role of decision making comprehensiveness; How senior team search behavior translates into entrepreneurial orientation.

    • Fourne, S., Jansen, J., & Mom, T. (2012). Reconciling and mastering middle managers’ role conflicts. Academy of Management Conference (BPS Division), Boston, MA.

    • Arici, MC., Correia-Lima, BSBC., & Jansen, J. (2010). Sequential Ambidexterity and Firm Performance: Evidence from Patent Data.

    • Vaccaro, IG. I., Jansen, J., Bosch, F., & Volberda, H. (2009). Management Innovation: Uncovering the Influence of Top Management Teams. Copenhagen Business School Management Innovation Conference, Copenhagen.

    • Correia-Lima, BSBC., Bosch, F., Jansen, J., & Volberda, H. (2009). Managing Innovation through Resource Deployment: The Effects of Organizational Slack and Strategic Flexibility. 25th EGOS Colloquium, Barcelona.

    • Tempelaar, MP., Jansen, J., Bosch, F., & Volberda, H. (2009). Exploration-exploitation in a Self-Managed Environment: A Multilevel Analysis of Team- and Individual Characteristics. 25th EGOS Colloquium, Barcelona.

    • Vaccaro, IG. I., Jansen, J., Bosch, F., & Volberda, H. (2009). How does the Top Management Team Influence Management Innovation?. 25th EGOS Colloquium, Barcelona.

    • Vaccaro, IG. I., Bosch, F., Jansen, J., & Volberda, H. (2009). Management Innovation and Leadership: The Moderating Role of Organizational Size. 9th EURAM Conference 2009, Liverpool.

    • Heyden, M., Bosch, F., Jansen, J., & Volberda, H. (2009). Transforming Externally Acquired Knowledge to Strategically Renew: An Upper Echelon Perspective. 9th EURAM Conference 2009, Liverpool.

    • Wijk, R., & Jansen, J. (2009). Social capital, knowledge transfer and outcomes: Meta-analytic evidence on a moderated mediation model. Strategic Management Society Conference, Washington DC.

    • Tempelaar, MP., Jansen, J., Bosch, F., & Volberda, H. (2009). Knowledge Sharing and Ambidexterity in Self-Managed Teams: A Multi-Level Analysis of Team and Individual Characteristics. Strategic Management Society Conference, Washington DC, USA, Finalist for the <i>Strategic Management Society PhD Award</i>.

    • Vaccaro, IG. I., Jansen, J., & Bosch, F. (2008). Management Innovation and Leadership.. Academy of Management Conference, Anaheim, USA.

    • Vaccaro, IG. I., Jansen, J., Bosch, F., & Volberda, H. (2008). Management Innovation: A look at the Influence of Leadership and Organizational Size.. EURAM Conference, Ljubljana, Slovenia.

    • Burgers, JH., Jansen, J., Bosch, F., & Volberda, H. (2008). Organizational Ambidexterity and Corporate Entrepreneurship: The Differential Effects on Venturing, Innovation and Renewal Processes. Babson College Entrepreneurship Research Conference, Chapel Hill, USA.

    • Tempelaar, MP., Jansen, J., Bosch, F., & Volberda, H. (2008). Client Social Capital and Ambidexterity: the Moderating Effect of Internal Social Capital. Annual Academy of Management Conference, Anaheim, USA.

    • Szczygielska, AO., Jansen, J., Bosch, F., & Volberda, H. (2007). How Offshoring drives Innovation: The moderating Role of Absorptive Capacity.. Strategic Management Society Conference, San Diego, USA.

    • Tempelaar, MP., Jansen, J., Bosch, F., & Volberda, H. (2007). Coordinating Strategic Renewal: Transcending the Exploration-Exploitation Paradox.. Academy of Management Conference, Philadelphia, USA.

    • Burgers, JH., Jansen, J., Bosch, F., & Volberda, H. (2007). Structural Differentiation and Corporate Venturing: the Moderating Role of Formal and Informal Integration Mechanisms. Academy of Management, Philadelphia.

    • Szczygielska, AO., Jansen, J., Volberda, H., & Bosch, F. (2007). How offshoring drives innovation: relocation of non-core and core activities. EGOS Conference, Vienna, Austria.

    • Szczygielska, AO., Jansen, J., Bosch, F., & Volberda, H. (2007). How offshoring drives innovation: relocation of non-core and core activities. AIB confernce, Indianapolis, USA.

    • Burgers, JH., Jansen, J., Bosch, F., & Volberda, H. (2007). Structural Differentiation and Corporate Venturing: the Moderating Role of Formal and Informal Integration Mechanisms.. Babson College Entrepreneurship Research Conference, Madrid, Spain.

    • Burgers, JH., & Jansen, J. (2007). Structural Separation and Corporate Venturing: The Moderating Effects of Formal and Informal Integration Mechanisms. Babson College Entrepreneurship Research Conference, Madrid.

    • Szczygielska, AO., Jansen, J., Bosch, F., & Volberda, H. (2007). How offshoring drives innovation: relocation of non-core and core activities. EURAM Conference, Paris, France.

    • Burgers, JH., Jansen, J., Bosch, F., & Volberda, H. (2007). Structural Differentiation and Corporate Venturing: the Moderating Role of Integration Mechanisms. European Academy of Management Conference, Paris.

    • Tempelaar, MP., Jansen, J., Bosch, F., & Volberda, H. (2007). Levers of strategic renewal: vertical versus lateral coordination mechanisms. EURAM Conference, Paris, France.

    • Wijk, R., Jansen, J., & Lyles, MA. (2007). Organizational Knowledge Transfer: A Meta-analytic Review of its Antecedents and Outcomes. Academy of Management Meeting, Philadelphia.

    • Wijk, R., Jansen, J., Bosch, F., & Volberda, H. (2006). Unraveling Absorptive Capacity: A Study of Units' Knowledge Flows, Knowledge Stocks and Innovative Performance. Academy of Management Meeting, Atlanta.

    • Jansen, J., Bosch, F., & Volberda, H. (2006). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. 2nd Annual Workshop on Organization Design, Managing Organizational Design Dynamics, University of Southern Denmark.

    • Jansen, J., Bosch, F., & Volberda, H. (2005). Exploratory Innovation, Exploitative Innovation and Ambidexterity: the Impact of Environmental and Organizational Antecedents. Copenhagen Conference on Strategic Management, Copenhagen, Denmark.

    • Jansen, J., Bosch, F., & Volberda, H. (2005). Ambidexterity in organizations. Competence Based Management Conference, Antwerp, Belgium.

    • Jansen, J., Bosch, F., & Volberda, H. (2005). Exploratory Innovation, Exploitative Innovation, and Ambidexterity. EURAM Conference 2005, Munich, Germany.

    • Jansen, J., Bosch, F., & Volberda, H. (2005). Exploratory Innovation, Exploitative Innovation, and Ambidexterity. ACCS Conference 2005, Vallendar, Germany.

    • Jansen, J., Wijk, R., Bosch, F., & Volberda, H. (2005). The Role of Firms? Knowledge Strategies in Developing Deep and Broad Knowledge. Academy of Management Meeting, Honolulu, HI.

    • Jansen, J., Bosch, F., & Volberda, H. (2004). Exploratory Innovation, Exploitative Innovation, or Both Simultaneously: How do Environmental and Organizational Antecedents Matter?. Annual Strategic Management Society Conference 2004, November 1-4, San Juan, Puerto Rico.

    • Jansen, J., Bosch, F., & Volberda, H. (2004). Exploratory and Exploitative Innovations in Ambidextrous Organizations: How do Antecedents Matter?. Academy of Management Meeting 2004, New Orleans, August 6-11.

    • Volberda, H., Bosch, F., Wijk, R., & Jansen, J. (2004). The Role of Firms? Knowledge Strategies in Developing Deep and Broad Knowledge. Academy of International Business Conference, Stockholm.

    • Jansen, J., Bosch, F., & Volberda, H. (2003). Absorptive Capacity, Adaptation, and Performance: An Intra-organizational Perspective. Annual OKLC Conference, April 2003, Barcelona, Spain.

    • Jansen, J., Bosch, F., & Volberda, H. (2003). Managing the Exploration and Exploitation Strategy: Organizational Antecedents and Consequences. SMS Conference, Intersections: Strategy Across Conventional Boundaries, Baltimore, USA, November 9-12.

    • Jansen, J., Bosch, F., & Volberda, H. (2003). Managing Potential and Realized Absorptive Capacity: Antecedents and Consequences. BPS Division, Absorptive Capacity and Organizational Slack, Academy of Management Conference, Democracy in a Knowledge Economy, Seattle, USA, August 1-6.

    • Jansen, J., Bosch, F., & Volberda, H. (2003). Managing Potential and Realized Absorptive Capacity: Evidence from a Large European Mulit-unit Firm. Annual Academy of International Business Conference, July 1-4, Monterey, USA.

    • Jansen, J., Bosch, F., & Volberda, H. (2003). Measuring Absorptive Capacity: Realized and Potential. DRUID Summer Conference, Creating, Sharing and Transferring Knowledge: The Role of Geography, Institutions and Organizations, Denmark, June 12-14.

    • Jansen, J., Bosch, F., & Volberda, H. (2002). Absorptive Capacity Explorative/Exploitative Adaption and Performance: an Intra-Organizational Perspective, Organizing Processes of Building and Leveraging Knowledge. LINK Conference, November 1-2, Copenhagen, Denmark.

    • Jansen, J., Bosch, F., & Volberda, H. (2002). Managing organizational and integrative capabilities. McMaster World Congress on Intellectual Capital, January 10-12, Hamilton, Canada.

    • Jansen, J., Bosch, F., & Volberda, H. (2002). Adaptation and Selection in Long-lived Companies: A Micro-coevolutionary Perspective on Absorptive Capacity. 18 th EGOS Colloquium, July 4-6, 2002, Barcelona, Spain.

    • Jansen, J. (2002). Managing a business unit's absorptive capacity: toward a dynamic model. Strategic Management Society Conference, September 2-4, Paris, France.

    • Jansen, J. (2001). "Managing the organizational knowledge absorption cycle: the microevolution between knowledge processes and integrative capabilities". Academy of Management Conference, August 3-8, 2001, Washington, USA.

  • Professional (1)
    • Tempelaar, MP., Jansen, J., & Bosch, F. (2008). Knowing Your Clients: The Joint Effect of Client- and Internal Social Capital on Organizational Ambidexterity.. Strategic Management Society Conference, Cologne - Germany.

  • Academic (8)
    • Mihalache, RO. O., Jansen, J., Bosch, F., & Volberda, H. (2012). TMT processes as antecedents of management innovation: The moderating role of absorptive capacity. In Academy of Management Best Paper Proceedings

    • Fourne, S., Jansen, J., Mom, T., & Magala, S. (2011). Strategic Renewal and Role Conflict: Linking Absorptive Capacity and Middle Managers' Ambidexterity. In Academy of Management Conference (BPS Division), San Antonio, TX

    • Fourne, S., Jansen, J., Mom, T., & Magala, S. (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

    • Fourne, S., Jansen, J., Mom, T., & Magala, S. (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

    • Wijk, R., Jansen, J., & Lyles, MA. (2009). Social capital, knowledge transfer and outcomes: Meta-analytic evidence on a moderated mediation model. In G. T. Solomon (Ed.), Academy of Management Best Paper Proceedings

    • van Doorn, S. S., Jansen, J., Bosch, F., & Volberda, H. (2009). Entrepreneurial orientation and firm performance: The moderating role of senior team attributes and environmental dynamism. In Best paper proceedings AOM conference

    • Wijk, R., Jansen, J., & Lyles, MA. (2008). Social capital, knowledge transfer and performance: Meta-analytic evidence and moderating effects. In G. T. Solomon (Ed.), Academy of Management Best Paper Proceedings

    • Wijk, R., Jansen, J., & Lyles, MA. (2007). Organizational Knowledge Transfer: A Meta-analytic Review of its Antecedents and Outcomes. In G. T. Solomon (Ed.), Academy of Management Best Paper Proceedings

  • Professional (2)
    • Fasaei, H., Jansen, J., & Tempelaar, MP. (2014). The Inertial Effect of Good Corporate Reputation on Exploration-Exploitation Interplay. In -

    • Fasaei, H., Jansen, J., & Tempelaar, MP. (2014). The Dark Side of Good Corporate Reputation: The Effect of Good Corporate Reputation On Over-exploration & Over-exploitation of Firms. In -

  • Internal (1)
    • Jansen, J. (2005). Ambidextrous Organizations: A Multiple-level Study of Absorptive Capacity, Exploratory and Exploitative Innovation, and Performance. Erasmus University Rotterdam. http://hdl.handle.net/1765/6774

  • Popular (1)
    • Jansen, J. (2011). Corporate Entrepreneurship: Sensing and Seizing Opportunities for a Prosperous Reseach Agenda. Erasmus Research Institute of Management (ERIM). http://hdl.handle.net/1765/22999

  • Academic (4)
    • Tempelaar, MP., Volberda, H., & Jansen, J. (2014). De Consultancy Index 2014: Drijfveren van omzetgroei in consulting. OOA.

    • Volberda, H., Heij, K., Bosch, F., & Jansen, J. (2012). Erasmus Concurrentie en Innovatie Monitor 2011 – 2012: Nederlandse bedrijven investeren meer in radicale innovaties. INSCOPE - Research for Innovation.

    • Volberda, H., Bosch, F., Jansen, J., & Heij, K. (2012). Sociale innovatie in Vlaanderen: Vlaamse Innovatie Monitor 2012. INSCOPE - Research for Innovation.

    • Jansen, J., Bosch, F., & Volberda, H. (2005). Managing Potential and Realized Absorptive Capacity: How do Organiztional Antecedents Matter? (ERIM Report Series 025-STR ed.) Strategic Management and Business Environment. ERIM Report Series Vol. 025-STR

  • Professional (1)
    • Jansen, J., Roosenboom, P., Veenenbos, J., & Van Ostaijen, M. (2017). Business Angels in Nederland: Een verkenning naar een nieuwe onderzoeksmethode en beleidsaanpak. Ministry of Economic Affairs.

  • Academy of Management Review (Journal)

    Editorial work (Academic)

  • Journal of Management Studies (Journal)

    Editorial work (Academic)

  • Strategic Management Journal (Journal)

    Editorial work (Academic)

  • Academy of Management Journal (Journal)

    Editorial work (Academic)

  • Role: Member Doctoral Committee
  • PhD Candidate: Mahmut Ozdemir
  • Time frame: 2006 - 2011
  • Role: Co-promotor
  • PhD Candidate: Ignacio Vaccaro
  • Time frame: 2007 - 2010
  • Role: Member Doctoral Committee
  • PhD Candidate: Marc van Essen
  • Time frame: 2007 - 2011
  • Role: Member Doctoral Committee
  • PhD Candidate: Michel Lander
  • Time frame: 2007 - 2012
  • Role: Member Doctoral Committee
  • PhD Candidate: Sergey Osadchiy
  • Time frame: 2007 - 2011
  • Role: Member Doctoral Committee
  • PhD Candidate: Bas Karreman
  • Time frame: 2006 - 2011
  • Role: Promotor
  • PhD Candidate: Sebastiaan van Doorn
  • Time frame: 2008 - 2012
  • Role: Member Doctoral Committee
  • PhD Candidate: Melek Akin Ates
  • Time frame: 2008 - 2014
  • Role: Promotor
  • PhD Candidate: Radu Olimpiu Mihalache
  • Time frame: 2009 - 2012
  • Role: Member Doctoral Committee
  • PhD Candidate: Nufer Ates
  • Time frame: 2009 - 2014
  • Role: Promotor
  • PhD Candidate: Maria Rita Micheli
  • Time frame: 2010 - 2015
  • Role: Promotor
  • PhD Candidate: Pengfei Wang
  • Time frame: 2011 - 2016
  • Role: Promotor
  • PhD Candidate: Saeedeh Ahmadi
  • Time frame: 2014 - 2019
  • Role: Promotor
  • PhD Candidate: Jitse Duijsters
  • Time frame: 2016 -
  • Role: Promotor
  • PhD Candidate: Suzana Varga
  • Time frame: 2018 -
  • Role: Promotor
  • PhD Candidate: Mahdi Shahriari
  • Time frame: 2019 -
  • Role: Promotor
  • PhD Candidate: Yassine Lamrani Abou Elassad
  • Time frame: 2019 -
  • Role: Promotor
  • PhD Candidate: Guanyi Song
  • Time frame: 2021 -
  • Role: Promotor
  • PhD Candidate: Sanvit Shah
  • Time frame: 2021 -
  • Role: Promotor
  • PhD Candidate: Anuj Kantilal Tater
  • Time frame: 2021 -
Past
  • Advanced Topics in Strategic Entrepreneurship (2019/2020)

To develop world-class academics pursuing high-impact research in Strategic Management and Entrepreneurship, we have developed a doctoral programme that combines deep-level understanding in core topics and thorough grounding in methodological design and analytical skills. Joining the PhD programme means joining a Strategic Management and Entrepreneurship group with a highly collaborative and cutting-edge research culture. The group harbours expertise in a broad range of topics: faculty members and PhD candidates work across nearly all relevant areas of the strategic management and entrepreneurship fields.

Collaboration with expert faculty: Throughout the programme, candidates work closely with faculty on joint and supervised research.  Teamwork offers candidates the opportunity to learn diverse research skills and become familiar with a range of debates in the field before selecting the focus of subsequent doctoral work. 

Excellent job opportunities: Alumni of the PhD programme hold academic positions in renowned academic institutes around the world, including Cambridge, Copenhagen Business School, ETH Zurich, HEC Paris, INSEAD, Kellogg, McGill, the University of South Carolina, Renmin University, and WHU. 

More information is on the “PhD in Strategic Management” website: https://www.rsm.nl/research/departments/strategic-management-and-entrepreneurship/phd-in-strategic-management/.

Read more

Media and policy makers are fond of new 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, fast 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 small 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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2015
June
12
2014
December
09
2014
November
26
2014
November
13
Research Seminar
As: Coordinator
2014
September
10
2014
July
01
Research Workshop
As: Contact, Coordinator
2013
October
10
Conference
As: Speaker
2012
November
23
Conference
As: Coordinator
2012
October
04
2012
January
19
2011
April
14
2010
March
04
Research Seminar
As: Speaker
2009
October
30
Research Workshop
As: Coordinator
2008
December
12
Research Workshop
As: Speaker
2006
October
11
ERIM Grant Workshop
As: Speaker
2005
April
29
PhD Defence
As: Coordinator, Speaker

Address

Visiting address

Office: Mandeville Building T07-01
Burgemeester Oudlaan 50
3062 PA Rotterdam

Postal address

Postbus 1738
3000 DR Rotterdam
Netherlands