dr. P. (Patrick) Reinmoeller

Associate Professor
Rotterdam School of Management (RSM)
Erasmus University Rotterdam
Member ERIM
Field: Strategy & Entrepreneurship
Affiliated since 2015

Key Publications (5)

  • A. Giudici, P. Reinmoeller & D. Ravasi (2018). Open-system orchestration as a relational source of sensing capabilities: evidence from a venture association. Academy of Management Journal, Accepted. doi: 10.5465/amj.2015.0573
  • P. Reinmoeller & S.M. Ansari (2016). The persistence of a stigmatized practice: A study of competitive intelligence. British Journal of Management, 27, 116-142. doi: http://dx.doi.org/10.1111/1467-8551.12106
  • J.J. Nijholt, P.J. Bezemer & P. Reinmoeller (2016). Following fashion: Visible progressiveness and the social construction of firm value. Strategic Organization, 14 (3), 220-247. doi: http://dx.doi.org/10.1177/1476127015617673
  • T.J.M. Mom, P. van Neerijnen, P. Reinmoeller & E. Verwaal (2015). Relational capital and individual exploration: Unraveling the influence of goal alignment and knowledge acquisition. Organization Studies, 36 (6), 809-829. doi: http://dx.doi.org/10.1177/0170840615580009[go to publisher's site]
  • P. Reinmoeller (2014). How to win a price war. MIT Sloan Management Review, 55 (3), 15-17.
  • A. Giudici & P. Reinmoeller (2012). Dynamic Capabilities in the Dock: A case of reification? Strategic Organization, 10 (4), 436-449. doi: http://dx.doi.org/10.1177/1476127012457977
  • T. Lawton, T. Rajwani & P. Reinmoeller (2012). Do you have a survival instinct? Leveraging genetic codes to achieve fit in hostile business environments. Business Horizons (Bloomington), 55 (1), 81-91. doi: http://dx.doi.org/10.1016/j.bushor.2011.10.002
  • P. Reinmoeller & M.G. Baaij (2010). Beyond the "lost decade": Rethinking the presence and performance analysis for Japanese firms in global competition. Hitotsubashi Business Review, 58 (2).
  • P. Reinmoeller & S. Yonekura (2007). Corporate resilience by design: managing design innovation. Hitotsubashi Business Review, 55 (2), 6-24.
  • K.C. O'shaughnessy, E.R. Gedajlovic & P. Reinmoeller (2007). The influence of firm, industry and network on the CSR performance of Japanese firms. Asia Pacific Journal of Management, 24 (3), 283-303. doi: http://dx.doi.org/10.1007/s10490-007-9043-6
  • M.G. Baaij, P. Reinmoeller & N. Niepce (2007). Sustained superior performance in changing environments: Towards a synthesis and a research agenda. Strategic Change, 16 (3), 87-95. doi: http://dx.doi.org/10.1002/jsc.782
  • P. Reinmoeller (2006). Knowledge creation in Japan: towards bridging productive communities. International Journal of Learning and Intellectual Capital, 3 (2), 130-142.
  • P. Reinmoeller & N. Van Baardwijk (2005). The link between diversity and resilience. MIT Sloan Management Review, 46 (4), 61-64.
  • P. Reinmoeller (2005). No Jobs Today? Form, 20 (1), 42-47.
  • P. Reinmoeller (2004). The knowledge-based view of the firm and upper echelon theory: exploring the agency of TMT in knowledge creation and utilization. International Journal of Learning and Intellectual Capital, 1 (1), 91-104.
  • P. Reinmoeller (2002). The knowledge-based view and upper echelon theory: Comparing the roles of Japanese with British and German top management teams. In The European Academy of Management, Stockholm, Sweden, May 9-11, 2002. Stockholm
  • A. Nagata & P. Reinmoeller (2002). The Role of Intention and Improvisation for Organizational Longevity: The Co-evolution of Japanes No Theatre. In EGOS, Barcelona, Spain, July 5-7,2002
  • P. Reinmoeller (2002). Motivating Extended Dynamic Communities: Lessons from Community Life Cycles in Japanes Creative Industries. In The Strategic Management Society, 22nd Annual Conference, Paris, September 22-25, 2002. Blackwell Publishers
  • P. Reinmoeller (2002). The LBC of knowledge-based strategy: Attacking and defending with creative routines. In The Strategic Management Society, 22st. Annual Conference, Paris, September 22-25, 2002. Blackwell Publishers
  • P. Reinmoeller & I. Nonaka (2002). Naar kenniscreatie met IT Het belang van geintegreerde CSTools en ART-systemen. M en O, 56 (5), 5-22.
  • P. Reinmoeller & L.C. Chong (2002). Managing the Knowledge-Creating Context: A Strategic Time Approach. Creativity and Innovation Management, 11 (3), 165-174.
  • P. Reinmoeller (2002). Design with markets! Leveraging knowledge for innovation. Design Management Journal, 13 (2), 38-46.
  • P. Reinmoeller (2002). Dynamic contexts for innovation strategy: Utilizing customer knowledge. Design Management Journal, 2 (1), 37-50. doi: http://dx.doi.org/10.1111/j.1948-7177.2002.tb00010.x
  • F. Corno, P. Reinmoeller & I. Nonaka (1999). Knowledge Creation within Industrial Systems. Journal of Management and Strategy, 3 (4), 379-394.
  • L.C. Chong & P. Reinmoeller (2002). Strategic Time (General Management Series). St-Gallen: Business Books
  • P. Reinmoeller (2013). Leaping to Optima? Knowledge Creation and Behavioral Theory. In G. Krogh, H. Takeuchi, K. Kase & G.C. Cantón (Eds.), Towards Organizatonal Knowledge: the Pioneering Work of Ikujiro Nonaka (pp. 190-202). London: Palgrave-Macmillan
  • X. Zhang, P. Reinmoeller & B. Krug (2010). Political Strategies: Understanding How Foreign Multinational Companies Survive in China. In Tim Goydke (Ed.), Corporate Culture in China and Japan (pp. 179-196). MV-Wissenschaft
  • X. Zhang & P. Reinmoeller (2007). Foreign firms in China: succes by strategic choices. In B. Krug & H. Hendrischke (Eds.), The Chinese economy in the 21st century: Economic and Business Behaviour (pp. 42-70). Cheltenham: Edward Elgar
  • P. Reinmoeller (2002). Managing the Knowledge-Creating Context: A Strategic Time Approach. In The European Academy of Management, Stockholm, Sweden, May 9-11, 2002. Stockholm
  • P. Reinmoeller (2002). Innovation and New Industry Emergence: Learning from Humanoid Robot Design. In The 11th International Academic Forum on Design Management Research and Education, Boston, USA, June 10-12, 2002. Boston
  • P. Reinmoeller (2002). Discipline of Successful Design Firms: Managing Creative and Reputation-Building Capabilities. In The 11th International Academic Forum on Design Management Research and Education, Boston, USA, June 10-12, 2002. Boston, USA
  • P. Reinmoeller (2002). Co-evolution of Knowledge in Social Networks. In The proceedings of the Strategic Management Society Interest Group Workshop, Managing Knowledge, Paris, September 22, 2002. Blackwell Publishers
  • P. Reinmoeller (2002). Emergence of Pleasure: Communities of Interest and New Luxury Products. In W.S. Green & P.W. Jordan (Eds.), Pleasure With Products: Beyond Usability. London: Taylor and Francis
  • P. Reinmoeller (2002). Creative Routines: Dynamics of Knowledge as Strategy. In The European Academy of Management, Stockholm, Sweden, May 9-11, 2002. Stockholm
  • I. Nonaka & P. Reinmoeller (2002). Knowledge creation and utilization: promoting dynamic systems of creative routines. In M.A. Hitt & et al (Eds.), Creating value : winners in the new business environment (Strategic management society book series). Oxford: Blackwell Publishing
  • I. Nonaka, P. Reinmoeller & R. Toyama (2001). Knowledge-based information technology. In M. Dierkes, A. Berthoin-Antal, J. Child & I. Nonaka (Eds.), Handbook of organizational learning and knowledge. Oxford: Oxford Press University
  • I. Nonaka & P. Reinmoeller (2000). Dynamic business system for knowledge creation and utilization. In C. Despres & D. Chauvel (Eds.), Knowledge horizons : the present and the promise of knowledge management. Boston: Butterworth-Heinemann
  • I. Nonaka, P. Reinmoeller & D. Senoo (2000). Integrated IT systems to capitalize on market knowledge. In G. von Krogh, I. Nonaka & T. Nishiguchi (Eds.), Knowledge creation : a source of value. London: MacMillan
  • H.W. Volberda, R.E. Morgan, P. Reinmoeller, M.A. Hitt, R.D. Ireland & R.E. Hoskisson (2011). Strategic management: Competitiveness and Globalization. London: Cengage Learning EMEA
  • P. Reinmoeller (2005). Knowledge and Resilient Firms. Revista de Economia Industrial, 357, 99-105.
  • B. Krug & P. Reinmoeller (2004). De consequenties van globalisering en terrorisme. Economisch-Statistische Berichten, 89 (4426), 76-78.
  • P. Reinmoeller (2004). Strategic Leadership and Innovation: How top management teams influence knowledge creation. Journal of Management and Strategy, 5 (4), 32-34.
  • P. Reinmoeller (2003). Droog Design: Future Directions. Design News, 260, 30-31.
  • P. Reinmoeller (2003). Creative society. Design News, 261, 12-19.
  • P. Reinmoeller (2002). Design Industry Phenomena. Design News, 259, 90-93.
  • P. Reinmoeller (2002). New Luxury: Developing Capabilities for Premium Markets. Design News, 258, 40-43.
  • P. Reinmoeller (2001). CRM and Architecture: Projects for Prada. Design News, 254, 32-34.
  • P. Reinmoeller (2001). The future of in-house design departments: the case of car manufacturers. Design News, 254, 32-35.
  • 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).
  • P. Reinmoeller (2003). Resource-dependency and Resource-based: Analyzing Dynamic Capabilities of Japanese Think Tanks. The Academy of Management, Seattle, August 3-7, 2003: Seattle.
  • P. Reinmoeller (2003). Routine, Cluster and Institutional Contexts: Analyzing the Dynamic Capapbilities of Project Organizations. EGOS, Copenhagen, July 3-5, 2003: Copenhagen.
  • P. Reinmoeller (2001). The Future of in-house design departments: the case of car manufacturers (in Japanese). Design News, 254 (juni), 32-35.
  • P. Reinmoeller (2001). War of Talents: Thinking about the future of in-house design departments. Design News, 255 (september), 96-99.
  • P. Reinmoeller (2001). Marktplaces for Knowledge (in Japanese). Nikkei Design, 166 (4), 118-121.
  • Role: Member Doctoral Committee
  • PhD Candidate: Ze Zhu
  • Time frame: 2003 - 2007
  • Role: Co-promotor
  • PhD Candidate: Xueyuan Zhang
  • Time frame: 2003 - 2007
  • Role: Member Doctoral Committee
  • PhD Candidate: Pierre-Olivier Legault Tremblay
  • Time frame: 2009 - 2015
  • Role: Member Doctoral Committee
  • PhD Candidate: Ona Akemu
  • Time frame: 2011 - 2017
  • Role: Member Doctoral Committee
  • PhD Candidate: Emre Karali
  • Time frame: 2013 - 2018
  • Role: Member Doctoral Committee
  • PhD Candidate: Jacomijn Klitsie
  • Time frame: 2012 - 2018

When faced with increasing disruption, how do firms reinvent their business model? Most firms fail to innovate their business model because they continue to do the same things that have made them successful in the past. They listen carefully to customers, invest in existing business, and build distinctive capabilities, but tend to overlook disruptions in markets and technologies. 

The speed of disruption in technologies and markets forces firms to innovate their business model continually (e.g., Giesen et al., 2010; Teece, 2010; Voelpel et al., 2005). Firms will have to cope with frequent disruptions that are either demand-driven (new entrants finding unserved customer needs), supply-driven (emerging technologies that make the firm’s business model redundant) or a combination of the two (Sood and Tellis, 2011). Venkatraman and Henderson (2008: 260) stated therefore that “it is no longer adequate to innovate in narrow domains – products, processes and services […] we need to innovate more holistically – namely: the entire business model.” The business model has emerged relatively recently as a level of analysis (Bjorkdahl and Holmen, 2013; Zott et al., 2011). Every organization has a business model—either explicit or implicit—but in today’s rapidly changing business environments, business model innovation has become even more important (Amit and Zott, 2001; Schneider and Spieth, 2013) and is a crucial factor in explaining differences in firm performance. It focuses specifically on creating and appropriating customer value (Baden-Fuller and Haefliger, 2013; Zott et al., 2011).

Despite the increase in research on business models, several important questions on business model innovation remain largely unanswered (Khanagha et al., 2018). This research project seeks to address gaps in the literature by answering the following research question: (1) How do firms cope with disruptions in markets and technologies and (2) what particular strategies for business model innovation are most effective to create new sources of competitive advantage?”

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Research Workshop
As: Speaker


Visiting address

Office: Mandeville Building T07-51
Burgemeester Oudlaan 50
3062 PA Rotterdam

Postal address

Postbus 1738
3000 DR Rotterdam