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Freek Vermeulen

London Business School Term Associate Professor of Strategy and Entrepreneurship


MA and PhD (Tilburg University), PhD (Utrecht University)

Dr Freek Vermeulen writes, consults and speaks across the world on topics such as strategies for growth, strategic innovation and making strategy happen.

He uses rigorous research to gain insight into how business really works. His work has appeared in highly prestigious academic journals such as Administrative Science Quarterly, the Academy of Management Journal, Organization Science, and the Strategic Management Journal.

Dr Vermeulen is an active case writer and keynote speaker at industry and company conferences. He is the winner of several teaching awards, including the first ever winner of London Business School’s Excellence in Teaching Award, and has received several prizes for his research, including the prestigious Academy of Management Journal Best Paper Award.

2016

Stop comparing management to sports

Vermeulen F

Harvard Business Review 2016

Stop paying executives for performance

Cable D; Vermeulen F

Harvard Business Review 2016

2015

Five strategy questions every leader should make time for

Vermeulen F

Harvard Business Review 2015

Three reasons why managers don't know what they're doing

Vermeulen F

Business Strategy Review 2015

Three steps to break out in a tired industry

Vermeulen F

Harvard Business Review 2015

2014

The price you pay: Price-setting as a response to norm violations

Ody-Brasier A; Vermeulen F

Administrative Science Quarterly 2014 Vol 59:1 p 109-144

The structure of competition: How competition between one’s rivals influences imitative market entry

Hsieh K; Vermeulen F

Organization Science 2014 Vol 25:1 p 299-319

The two questions every manager must ask

Vermeulen F

Harvard Business Review 2014

What happens when all employees work when they feel like it?

Vermeulen F

Harvard Business Review 2014

2013

Beware the sirens of management pseudo-science

Vermeulen F

Harvard Business Review 2013

Big acquisitions can fall apart over tiny details

Vermeulen F; Zaman A

Harvard Business Review 2013

Corporate strategy is a fool's errand

Vermeulen F

Harvard Business Review 2013

How to let 999 flowers die

Vermeulen F

Strategy and Business 2013 Autumn:72

How would you define a 'great company'

Vermeulen F

Strategy and Business 2013

Selection at the gate: Difficult cases, spill-overs, and organizational learning

Stan M; Vermeulen F

Organization Science 2013 Vol 24:3 p 796-812

You can win without differentiation

Vermeulen F

Harvard Business Review 2013

2012

So, you think you have a strategy? Five poor excuses for a strategy

Vermeulen F

European Business Review 2012

Strategy is the story

Vermeulen F

Business Strategy Review 2012 July

Which best practice is ruining your business?

Vermeulen F

Harvard Business Review 2012

2011

Cutting business myths down to size

Vermeulen F

Business Strategy Review 2011 January

Change for change's sake

Vermeulen F; Puranam P; Gulati R

Harvard Business Review 2010 June

The case for work/life programs

Vermeulen F

Harvard Business Review 2010 May

2009

When management collapses

Vermeulen F

Business Strategy Review 2009 Summer Vol 20:2 p 42-44

2008

Quick thinking

Vermeulen F

Business Strategy Review 2008 Vol 19:2 p 55-59

Songs of the sirens

Vermeulen F

Business Strategy Review 2008 Vol 19:3 p 22-27

2007

"I shall not remain insignificant": Adding a second loop to matter more

Vermeulen F

Academy of Management Journal 2007 Vol 50 p 754-761

2005

How acquisitions can revitalize companies

Vermeulen F

MIT Sloan Management Review 2005 Summer Vol 46:4 p 45-51

On rigor and relevance: fostering dialectic progress in management research

Vermeulen F

Academy of Management Journal 2005 Dec Vol 48:6 p 978-982

2003

Healthy divide: subgroups as a stimulus for team learning behavior

Gibson C; Vermeulen F

Administrative Science Quarterly 2003 Jun Vol 48:2 p 202-239

2002

Pace, rhythm, and scope: process dependence in building a profitable multinational corporation

Vermeulen F; Barkema H G

Strategic Management Journal 2002 Jul Vol 23:7 p 637-653

2001

Controlling international expansion

Vermeulen F

Business Strategy Review 2001 Autumn Vol 12:3 p 29-36

Learning through acquisitions

Vermeulen F; Barkema H G

Academy of Management Journal 2001 Jun Vol 44:3 p 457-476

2000

Learning to internationalize: five lessons for ventures into the unknown

Vermeulen F

Rijnconsult, the Netherlands, 2000

1998

International expansion through start-up or acquisition: a learning perspective

Barkema H G; Vermeulen F

Academy of Management Journal 1998 Feb Vol 41:1 p 7-26

1997

What cultural differences are detrimental for international joint ventures?

Vermeulen F; Barkema H G

Journal of International Business Studies 1997:28 p 846-864

What differences in the cultural backgrounds of partners are detrimental for international joint ventures?

Barkema H G; Vermeulen F

Journal of International Business Studies 1997 Vol 28:4 p 845-864

Working abroad, working with others: how firms learn to operate international joint ventures

Barkema H G; Vermeulen F et al.

Academy of Management Journal 1997 Apr Vol 40:2 p 426-442

Current


  • Elective course, Strategies for Growth, E438 SPR15 (2 streams)

  • MBA core course, Strategy, C112 D AUT14


Previous


  • Degree programmes core courses: Strategy (MBA, EMBA Global); Understanding General Management (MBA, EMBA); Capstone (MBA, EMBA)

  • Degree programme electives: Strategies for Growth; Mergers, Acquisitions & Alliances

  • PhD Elective: Knowledge Management

  • Executive Education, open programmes: Accelerated Development Programme; Emerging Leaders Programme; Executive Workout: Making Strategy Happen; Developing Strategy for Value Creation; Market Driving Strategies

  • Executive Education, custom programmes: Czarnikow, EDS, Edward Jones, IBM, KPMG UK, KPMG Denmark, KPMG Ireland, Lloyd’s, Lufthansa, Maersk, Novartis, PepsiCo, PwC, Roche, SaraLee, Telenor, Toshiba, TV2, Vodafone

  • Freelance Executive Education: ABN-Amro (Netherlands), ALK (UK) BrainLab (Germany), British Petroleum (UK), Coloplast (Denmark), Fiat Corporation (UK), IBS (Russia), KPMG (UK), N&W Vending Machines (Italy), Pictet (Switzerland), PwC (UK), ReedElsevier (UK), Ruukki (Finland), SHV Gas (Netherlands), The Berkeley Partnership (UK), ThyssenKrupp (Germany)

Research Awards


  • 2014 INFORMS/ISA 2013 Best Paper Prize

  • 2012 Outstanding Reviewer Award, the Editorial Board of the Academy of Management Journal, 2011-2012

  • 2009 Outstanding Reviewer Award, the Editorial Board of the Academy of Management Journal, 2008-2009

  • 2008 Outstanding Reviewer Award, the Editorial Board of the Academy of Management Journal, 2007-2008

  • 2007 Outstanding Reviewer Award, the Editorial Board of the Academy of Management Journal, 2006-2007

  • 2006 Outstanding Reviewer Award, the Editorial Board of the Academy of Management Journal, 2005-2006

  • 2005 Outstanding Reviewer Award, the Editorial Board of the Academy of Management Journal, 2004-2005

  • 2004 Outstanding Reviewer Award, the Editorial Board of the Academy of Management Journal, 2003-2004

  • 2000 Honourable Mention, Royal Dutch Society of Political Economy, as one of the four best dissertations in the Social Sciences in The Netherlands, 1998-2000

  • 1999 Academy of Management Journal 1998 Best Paper Award

  • 1999 Ph.D. awarded Cum Laude, Tilburg University


Teaching Awards


  • 2008 London Business School Excellence in Teaching Award

  • 2005 London Business School Junior Faculty Teaching Award

  • 2000 Runner-up Innovation in Learning Teaching Award (Edward Jones Programme)

  • 1998 Best Teacher, International Business Programme, Tilburg University

  • 1997 Best Teacher Nominee, School of Business Administration, Tilburg University


Recognitions


  • 2012 Voted nr 1 in the Global Top 100 Web-Savvy Professors by Best Online Universities

Research Interests


  • Corporate strategy
  • Profitable growth
  • Innovation