RSM’s department of Strategic Management and Entrepreneurship is one of the largest and most diverse of its kind. The department focuses on the consequential strategic decisions that executives, entrepreneurs, and managers make in order for people, organizations, industries and societies to thrive in today’s dynamic and global business environment.  It ranks among the best in Europe in terms of research productivity and impact.

At the department of Strategic Management and Entrepreneurship we strive to do high quality research that addresses important big challenges of organisations and society. Translating these findings into world-class teaching and actionable tools and techniques is key to our mission.

Prof. Vareska van de Vrande, Department Chair

Our expertise is in significant strategic decisions

The focus of all our research, teaching, and outreach activities is on the significant strategic decisions that firms need to make so people and organisations can thrive in today’s dynamic and global business environment. Such decisions involve organizational challenges, innovation, business development, corporate venturing, strategic change, exploration and exploitation of firm resources and capabilities, ownership and governance of firms, corporate development such as mergers and acquisitions and divestitures, internationalization, and the challenges that come with managing firm activities across different institutional contexts in which contemporary business takes place. In essence, our focus is on navigating the major strategic challenges that firms are confronted with in today’s business landscape.

Our core activities

Our faculty aims to combine innovative teaching, engagement with business and societal leaders, and rigorous research, to provide a rich source of novel thinking on a wide variety of critical topics ranging from strategic organization, strategic consulting, strategic entrepreneurship, corporate governance, knowledge and innovation, strategic decision-making to global strategy. The department of strategic management and entrepreneurship is involved three core activities:

Research: As an academic institution, our expertise is based on our research. This means that we seek to develop and disseminate knowledge that is innovative, evidence-based, and that can meet the highest academic quality standards as well as being a force for positive change in the world. We also feel that our research ultimately serves to improve economic value creation in the broadest sense of what ‘value’ should be taken to mean. 

Education: In order to help develop current and future business leaders, we leverage our expertise and disseminate our knowledge through the 13 educational programmes in which we are involved. Many educational programmes at RSM include personal development as well as skills and knowledge, and prepare students, academics and people in business to be a force for positive change as critical, creative, caring and collaborative thinkers and doers.

Impact: As a department of strategic management and entrepreneurship we cannot afford to live in an ivory tower. We therefore engage actively with both business and societal leaders in order to develop research questions that matter, acquire resources to help fund our core activities, and secure the most fitting placements for our graduates. Specifically, we seek to actively involve leading firms in our educational programmes so that students learn from experienced business leaders, while firms can meet our students and spot the best talents that we are helping to develop.

About our research


The Strategic Management and Entrepreneurship department takes pride in its high-performance research culture. The organisation and its moves are central to our research, which examines such as organizational forms and governance, strategic innovation, strategic entrepreneurship, global strategy, and strategic decision-making.

The faculty combines rigor with relevance, publishing in all top tier journals of the field, such as the Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, Journal of International Business Studies, Journal of Management, Organization Science, and Strategic Management Journal.  Faculty members also regularly serve as (Associate) Editors of top journals like Academy of Management JournalAcademy of Management ReviewJournal of Management, and Journal of Management Studies. We have an outstanding PhD program, which has a strong record of placements at peer institutions like INSEAD, HEC, Cambridge University (Judge), University of Warwick, University of South Carolina (Moore), Aalto University, and McGill University.

Focal areas

A combination of economic, political, and social forces gives rise to a wide range of organizational forms. Research in strategy, organization, and governance aims to explain and identify the mechanisms through which modern firms shape and align their organizational structures, governance and ownership with the strategies, resource dependencies, and business models through which they create and capture value. Research in our group is highly versatile, including projects investigating the re-emergence of craft organizations and state capitalism on the world stage, the competitive advantage and strategic resilience of business groups, owner-managed firms, family firms, and professional partnerships, and how active owners shape the strategies and the organizational and governance structures of listed firms across different national contexts. Our research often takes up a comparative perspective, involving both comparisons between different institutional contexts and comparisons between different organizational forms.

In today’s fast-paced environments, wealth creation demands proficiency in continuously identifying and generating new opportunities for growth. At the nexus of entrepreneurship and strategic management, research on strategic entrepreneurship is concerned with understanding how organizations link entrepreneurial behaviour and strategic advantage-seeking actions to create and capture wealth. The work in our group focuses on ambidexterity, corporate entrepreneurship, scaling up, and strategy implementation. Exemplary research addresses such aspects as: how organizations strengthen their core business while also developing new businesses that will define the future; how organizations become more entrepreneurial through the generation of new businesses within established systems and through strategic renewal; how some organizations can ignite rapid growth and scale up successfully by leveraging new technologies, establishing platforms, redefining boundaries, and developing new and scalable business models; and how new practices and technologies enable firms to implement strategies which focus on venturing into new businesses as well as strengthening their core.

New technologies and new business models reshape the way firms do business. This calls for new insights into how managers and entrepreneurs can best innovate and leverage knowledge to build competitive advantages for their firms. The field of strategy, knowledge, and innovation focuses on how managers and entrepreneurs build and renew the technological, social, and relational capital to shape such innovations. It addresses such issues as strategic renewal, innovation management, management innovation and the rise of new organizational forms, collaborative and open innovation, innovation ecosystems, and corporate venturing. Our group covers a wide range of topics in this area, such as: micro-foundations of absorptive capacity and dynamic capabilities that enable innovation; the origins of business model innovations; the implications of technological disruptions; the mechanisms of effective collaborations to achieve innovation by large incumbent firms and new ventures; and the governance and assessment of the impact of such collaborations.

The competitive landscape of firms is increasingly dynamic, diverse, and global. The field of global strategy aims to enrich our understanding of how internationally operating firms form and implement their strategies, and how firms shape, and are shaped by, their global context. It focuses on foreign-entry strategies in culturally, politically, and economically heterogeneous contexts, and ultimately on the determinants of success or failure in international arenas. Our group typically adopts an institutions-based perspective, which argues that international firms are constrained and enabled by widely diverse, durable rules of the game, as illustrated by the diverse societal expectations around competitive behaviour and sustainability performance. Exemplary research projects in our group include novel views on culture, cross-border knowledge transfer, strategic responses to institutional voids, influences of governments and other stakeholders on corporate environmental practices, cross-country and within-country variance in institutions, and international strategies of the largest companies, born-globals, and emerging-market multinationals.

Influential strategic and entrepreneurial decisions result from extraordinary human effort. Behavioural strategy and entrepreneurial behaviour inform us about the psychology behind these high-impact and complex decisions. It takes a micro-level perspective to understanding how managers and entrepreneurs create and sustain value for their organizations and stakeholders, enriching strategy and entrepreneurship theory through forefront research on human cognition, emotions, and social and innovative behaviour of entrepreneurs, executives, and their teams. Seminal research in the field comprises the behavioural theory of the firm and the upper echelons perspective, as well as pivotal work from cognitive and social psychology. Exemplary group projects explore: how top managers, boards, and shareholders embrace uncertainty; how gender affects entrepreneurial behaviour; how disinhibition (ADHD) fuels entrepreneurial orientation; how CEO personality drives firm decisions, behaviour, and outcomes; how emotion influences idea generation and exploitation; and how biases and heuristics impact strategic decisions.

Centres, Experts and Projects

SME faculty members develop high profile research that opens up new routes for business to keep renewing, innovating, and growing. Some notable Centres of Expertise and other projects associated with SME faculty:

Scientific Directors: Prof. Justin Jansen & Prof. Roy Thurik

A solid understanding of entrepreneurship has important implications for policy makers, managers and entrepreneurs. Researchers at the Erasmus Centre for Entrepreneurship Research are prominent in this field. They study entrepreneurship on two levels:

  • the macro-level, investigating the economic causes and consequences of entrepreneurship at the industrial, regional or country level
  • the micro-level, studying the individuals or firms

Scientific Directors: Prof. Dr. Hans van Oosterhout & Prof. Dr. Pursey Heugens

The Erasmus Centre for Family Business contributes to the development and long-term viability of family businesses around the world through the provision of research on family business, development of family business leaders, and outreach activities.

Top Publications


  • Orlandi, I. (2023). Unringing the stigma bell: Investigating informational and social mechanisms behind boards of directors’ appointments. [Doctoral Thesis, Erasmus University Rotterdam]. Erasmus University Rotterdam (EUR).
  • Wu, Z., Naldi, L., Wennberg, K., & Uman, T. (2023). Learning from Their Daughters: Family Exposure to Gender Disparity and Female Representation in Male-Led Ventures. Management Science.
  • Wang, R., Heugens, P., & Wijen, F. (2023). Green by Affiliation? Ownership Identity and Environmental Management System Adoption in Chinese Business Groups. Journal of Management.
  • Jansen, J. J. P., Heavey, C., Mom, T. J. M., Simsek, Z., & Zahra, S. A. (2023). Scaling-up: Building, Leading and Sustaining Rapid Growth Over Time. Journal of Management Studies, 60(3), 581-604.
  • Fernandez-Mesa, A., Clarke, R., Garcia-Granero, A., Herrera, J., & Jansen, J. (Accepted/In press). Knowledge network structure and middle management involvement as determinants of TMT members’ ambidexterity: A multilevel analysis. Long Range Planning, [102318].
  • Eldering, C. J. J., van den Ende, J., & Hulsink, W. (Accepted/In press). Why entrepreneur sourcing matters: the effects of entrepreneur sourcing on alternative types of business incubation performance. R and D Management, 53(3), 481-502.
  • Di Lorenzo, F., & Sabel, C. A. (2023). Corporate Venture Capital and Startup Outcomes: The Roles of Investment Timing and Multiple Corporate Investors. Industry and Innovation.
  • De Savornin Lohman, E. A. J., Tanis, P. J., Den Boer, F. C., Boerma, E. G., Van Den Boogaart, D., Bouwman, H., Broos, A., Dam, M. J., Dekker, J. W. T., Deroose, J. P., Dijkstra, N., Driessen, M. L. S., Duinhouwer, L. E., El-Massoudi, Y., Elfrink, A. K. E., Van Essen, J. A., Ferenschild, F. T. J., Geraedts, A. C. M., Giesen, L. J. X., ... De Zeeuw, S. (2023). Oncological Safety and Potential Cost Savings of Routine vs Selective Histopathological Examination After Appendectomy: Results of the Multicenter, Prospective, Cross-Sectional FANCY Study. Annals of Surgery, 277(3), E578-E584.
  • Benischke, M., Bhaskarabhatla, A., & Singh, R. (2023). The Effect of Incoming Board Interlocks With Public Firms on Private Firms’ Survival: Large-Scale Evidence From India. Journal of Management.,
  • Bakker, R., & McMullen, J. (2023). Inclusive entrepreneurship: A call for a shared theoretical conversation about unconventional entrepreneurs. Journal of Business Venturing, 38(1), [106268].


  • Breet, S. (2022). A Network Perspective on Corporate Entrepreneurship: How Workplace Relationships Influence Entrepreneurial Behavior. [Doctoral Thesis, Erasmus University Rotterdam]. Erasmus University Rotterdam (EUR).
  • Sabel, C. A., & Di Lorenzo, F. (2022). Are Sharks More Dangerous at Dusk or Dawn? Timing of CVC and Ventures’ Commercial Performance. In Are Sharks More Dangerous at Dusk or Dawn? Timing of CVC and Ventures’ Commercial Performance (Vol. 2022)
  • Witte, C. (2022). Why and How Might the Modern MNE Respond Strategically to Violent Conflict: A Commentary. In M. A. Mithani, R. Narula, & A. Verbeke (Eds.), Crises and Disruptions in International Business How Multinational Enterprises Respond to Crises (pp. 111-119). Palgrave Macmillan.
  • Geradts, T., & Jansen, J. (2022). Paradoxical tensions in business sustainability: How corporations develop sustainable ventures. In G. george, M. Haas, H. Joshi, A. McGahan, & P. Tracey (Eds.), Handbook on the Business of Sustainability: The Organization, Implementation, and Practice of Sustainable Growth (pp. 152-169). Edward Elgar Publishing.
  • Berchicci, L. (2022). Themed issue: Top management matters. Strategic Organization, 20(3), 449-450.
  • Wijen, F., & Flowers, M. (2022). Issue opacity and sustainability standard effectiveness. Regulation & Governance.
  • Wechtler, H. M., Lee, C. I. S. G., Heyden, M. L. M., Felps, WA., & Lee, T. W. (2022). The Nonlinear Relationship Between Atypical Applicant Experience and Hiring: The Red Flags Perspective. Journal of Applied Psychology, 107(5), 776-794.
  • Subramanian, A. M., Lévesque, M., & Van De Vrande, V. (2022). Are Biopharma Firms Discontinuing Doomed Drug Discovery Projects Fast Enough? Production and Operations Management, 31(4), 1454-1455.
  • Salet, N., Stangenberger, V. A., Eijkenaar, F., Schut, F. T., Schut, M. C., Bremmer, R. H., & Abu-Hanna, A. (2022). Identifying prognostic factors for clinical outcomes and costs in four high-volume surgical treatments using routinely collected hospital data. Scientific Reports, 12(1), [5902].
  • Mitchell, W., Wu, Z., Bruton, G., & Gautam, D. (2022). Microlevel Analysis of Institutional Intermediation in a Rudimentary Market-Based Economy: Entrepreneurship in Kathmandu’s Indrachok Market. Organization Science, 33(6), 2106-2134.
  • Mell, J. N., van Knippenberg, D., van Ginkel, W. P., & Heugens, P. P. M. A. R. (2022). From Boundary Spanning to Intergroup Knowledge Integration: The Role of Boundary Spanners’ Metaknowledge and Proactivity. Journal of Management Studies, 59(7), 1723-1755.
  • Mallon, M. R., Guldiken, O., Benischke, M. H., Dong, F., & Nguyen, T. (2022). Is there an advantage of emergingness? A politico-regulatory perspective. International Business Review, 31(2), [101940].
  • Liu, W., Heugens, P., Wijen, F., & van Essen, M. (2022). Chinese management studies: a matched-samples meta-analysis and focused review of indigenous theories. Journal of Management, 48(6), 1778-1828.
  • Larsen, M. M., & Witte, C. (2022). Informal Legacy and Exporting Among Sub-Saharan African Firms. Organization Science.
  • Krause, R., Bakker, R. M., & Knoben, J. (2022). Two heads are safer than one: Changes in CEO duality and venture failure. Long Range Planning, 55(4), [102218].
  • Kleine, M., Heite, J., & Huber, L. R. (2022). Subsidized R&D collaboration: The causal effect of innovation vouchers on innovation outcomes. Research Policy, 51(6), [104515].
  • Karna, A., Mavrovitis, C., & Richter, A. (2022). Disentangling reciprocal relationships between R&D intensity, profitability and capital market performance: A panel VAR analysis. Long Range Planning, 55(5), [102247].
  • Grimpe, C., Sofka, W., & Distel, A. P. (2022). SME participation in research grant consortia—the emergence of coordinated attention in collaborative innovation. Small Business Economics, 59(4), 1567-1592.
  • Geradts, T., Jansen, J., & Cornelissen, J. (2022). Let's Profitably Fight Poverty, Shall We? How Managers Use Emotional Framing to Develop Base of the Pyramid Ventures Inside a Large Fast-moving Consumer Goods Company. Organization and Environment, 35(4), 579-606.
  • Bomelburg, R., Berger, S., Jansen, J., & Bruch, H. (2022). Regulatory focus climate, organizational structure, and employee ambidexterity: An interactive multilevel model. Human Resource Management, 1.
  • Berchicci, L., & Tarakci, M. (2022). Aspiration formation and attention rules. Strategic Management Journal, 43(8), 1575-1601.
  • Berchicci, L., & King, A. A. (2022). Building knowledge by mapping model uncertainty in six studies of social and financial performance. Strategic Management Journal, 43(7), 1319-1346.
  • Benischke, M., & Bhaskarabhatla, A. (2022). Negative Incentives and Regulatory Capture: Noncompliance with Price Ceilings on Essential Medicines in India. Journal of Management Studies.
  • Benischke, M. H., Guldiken, O., Doh, J. P., Martin, G., & Zhang, Y. (2022). Towards a behavioral theory of MNC response to political risk and uncertainty: The role of CEO wealth at risk. Journal of World Business, 57(1), [101265].
  • Benischke, M., Rietveld, J., & Slangen, A. (2022). Within-Firm Variation in the Liability of Foreignness: A Demand-Based Perspective. Journal of Management, 49(5), 1738-1765.
  • Andrei, A. G., van Oosterhout, J. H., & Sauerwald, S. (2022). Symbolic Shareholder Democracy: Toward a Behavioral Understanding of the Role of Shareholder Voting in CEO Dismissals. Organization Science.
  • Ahmadi, S., Jansen, J., & Eggers, JP. (2022). Using Stretch Goals for Idea Generation Among Employees: One Size Does Not Fit All! Organization Science, 33(2), 671-687.


Bachelor Programmes

The department of Strategic Management and Entrepreneurship contributes to the curriculum of both the Bachelor of Science in International Business Administration programme as well as the Bachelor of Science in Business Administration (in Dutch “Bedrijfskunde”) programme. Our department provides courses in strategic management, business plan, entrepreneurship, and international business, among other courses.

Master Programmes

The Department of Strategic Management and Entrepreneurship offers two full-time MSc programmes that are one-year, full-time programmes. The MSc in Strategic Management is for students who are interested in developing a detailed overview of business strategy, its analysis, formulation and implementation, and in becoming a senior organisational leader. The MSc in Strategic Entrepreneurship focuses on developing entrepreneurial skills that are necessary to succeed in the global market.

In addition, the department plays an active role in the Dutch, part-time MSc prgramme (Parttime Bedrijfskunde) that is focused on organizations and business processes, and in many executive programmes offered by RSM.

PhD in Management

Talented young researchers get the opportunity to do pioneering and innovative PhD research at ERIM, a top research institute in Europe. ERIM offers PhD candidates personal supervision by internationally acclaimed management researchers and excellent research facilities, including a state-of-the-art behavioural lab and advanced survey technology. In addition, a special support programme pays for research expenses like conference visits, international research visits, and data collection. All ERIM’s PhD students are paid a competitive salary and receive career development support. Read more about the PhD in Strategic Management and Entrepreneurship.

Patricia de Wilde - Mes

Programme coordinator Entrepreneurship

Sophie Noorlander - de Gouw

Programme coordinator Strategic Management

Contact us

For more information on the activities and publications of the Department of Strategic Management and Entrepreneurship, feel free to contact us:

Rotterdam School of Management, Erasmus University 
Department of Strategic Management and Entrepreneurship
Room T7-59
P.O. box 1738
3000 DR Rotterdam, THE NETHERLANDS

Visiting address:
Complex Woudestein
Mandeville (T) Building
Burgemeester Oudlaan 50
3062 PA Rotterdam, THE NETHERLANDS

Room T7-59

If you are a PhD candidate and want to apply for a PhD position or if you have questions, you can contact us via email.

RSM Discovery

Campus Summer

Latest news


In the media

Campus Autumn