Dr Murat Tarakci

Murat Tarakci

Associate Professor of Innovation Management
Rotterdam School of Management (RSM)
Erasmus University Rotterdam

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Profile

Murat Tarakci is an Associate Professor of Innovation Management at the Rotterdam School of Management, Erasmus University. Murat's research aims at creating innovative organizations, and takes a behavioral approach. In particular, he examines what motivates managers’ search for new strategic initiatives, and how managerial power and leadership affect generating novel ideas. His research has been published or accepted for publication in Strategic Management Journal, Journal of Applied Psychology, Journal of Management, Journal of Management Studies, and Journal of Operations Management. Murat's research has also been featured in popular media outlets including Financial Times and Harvard Business Review. He is currently serving as the academic director of MSc in Management of Innovation.

Publications

  • Academic (9)
    • Arslan, B., & Tarakci, M. (2020). Negative Spillovers Across Partnerships for Responsible Innovation: Evidence from the 2014 Ebola Outbreak. Journal of Management Studies, Early View. https://doi.org/10.1111/joms.12607

    • Porck, J., Knippenberg, D., Tarakci, M., Ates, NY. N., Groenen, P., & de Haas, M. (2020). Do Group and Organizational Identification Help or Hurt Intergroup Strategic Consensus? Journal of Management, 46(2), 234-260. https://doi.org/10.1177/0149206318788434

    • Sting, F., Stevens, M., & Tarakci, M. (2019). Temporary deembedding buyer-supplier relationships: A Complexity Perspective. Journal of Operations Management, 65(2), 114-135. https://doi.org/10.1002/joom.1008

    • Ates, NY. N., Tarakci, M., Porck, J., Knippenberg, D., & Groenen, P. (2018). The Dark Side of Visionary Leadership in Strategy Implementation: Strategic Alignment, Strategic Consensus and Commitment. Journal of Management, 46(5), 637-665. https://doi.org/10.1177/0149206318811567

    • Acar, OA., Tarakci, M., & Knippenberg, D. (2018). Creativity and Innovation under Constraints: A Cross-disciplinary Integrative Review. Journal of Management, 45(1), 96-121. https://doi.org/10.1177/0149206318805832

    • Balen, T., Tarakci, M., & Sood, A. (2018). Do disruptive visions pay off? The impact of disruptive entrepreneurial visions on venture funding. Journal of Management Studies, 56(2), 303-342. https://doi.org/10.1111/joms.12390

    • Tarakci, M., Ates, NY. N., Floyd, S., Ahn, Y., & Wooldridge, B. (2017). Performance Feedback and Middle Managers’ Divergent Strategic Behavior: The Roles of Social Comparisons and Organizational Identification. Strategic Management Journal, 39(4), 1139-1162. https://doi.org/10.1002/smj.2745

    • Tarakci, M., Greer, LL. L., & Groenen, P. (2015). When does power disparity help or hurt group performance? Journal of Applied Psychology, 101(3), 415-429. https://doi.org/10.1037/apl0000056

    • Tarakci, M., Ates, NY. N., Porck, J., Knippenberg, D., Groenen, P., & de Haas, M. M. (2013). Strategic Consensus Mapping: A New Method for Testing and Visualizing Strategic Consensus Within and Between Teams. Strategic Management Journal, 35(7), 1053-1069. https://doi.org/10.1002/smj.2151

  • Professional (5)
    • Acar, OA., Tarakci, M., & Knippenberg, D. (2019). Why Constraints Are Good for Innovation. Harvard Business Review.

    • Balen, T., Tarakci, M., & Sood, A. (2018). Disruptive Startups Get Funding More Easily, but Less of It. Harvard Business Review.

    • Tarakci, M. (2016). Are leaders needed to improve team performance? RSM Discovery - Management Knowledge, 28(4), 14-15. http://hdl.handle.net/1765/94702

    • Tarakci, M., Greer, LL. L., & Groenen, P. (2015). Why aspiring leaders should cultivate skill over charm. Financial Times.

    • Tarakci, M. (2014). Mapping strategic consensus within and between teams. RSM Discovery - Management Knowledge, 19(3), 16-17. http://hdl.handle.net/1765/77134

  • Academic (1)
    • Ates, NY. N., Tarakci, M., Ahn, Y., Floyd, S., & Wooldridge, B. (2017). A Psychological Perspective on Middle Managers’ Strategic Championing Behavior. In Handbook of Middle Management Strategy Process Research Edward Elgar Publishing.

  • Academic (2)
    • Porck, J., Knippenberg, D., Tarakci, M., Ates, NY. N., Groenen, P., & de Haas, M. (2012). Strategic Consensus Between Groups: A Social Identity Perspective. In ERIM Report Series

    • Ates, NY. N., Tarakci, M., Porck, J., Knippenberg, D., & Groenen, P. (2012). How Middle Managers Get Subordinates on Board? The Moderating Role of Strategic Alignment with CEO. In ERIM Report Series

  • Professional (3)
    • Arslan, B. (Author), & Tarakci, M. (Author). (2020). How to Keep COVID-19 from Derailing Ongoing Partnerships. Web publication/site, Management Insights.

    • Ates, NY. N. (Author), Tarakci, M. (Author), Porck, J. (Author), Knippenberg, D. (Author), & Groenen, P. (Author). (2019). Why Visionary Leadership Fails. Web publication/site, Harvard Business Review.

    • Tarakci, M. (Author), Greer, LL. L. (Author), & Groenen, P. (Author). (2015). “Leadership Qualities” vs. Competence: Which Matters More?. Web publication/site, Harvard Business Review.

Additional activities (3)

  • Academy of Management Journal (Journal)

    Editorial work (Academic)

  • Journal of Management Studies (Journal)

    Editorial work (Academic)

  • Small Group Research (Journal)

    Editorial work (Academic)

Media

Media items

Discovery item

Mapping strategic consensus within and between teams

Organisational scholars have been aware for some time that achieving a high degree of shared understanding about the strategy within the enterprise is extremely valuable.

Courses

Innovation Clinic

  • Study year: 2021/2022, 2020/2021, 2019/2020, 2018/2019, 2017/2018
  • Code: BMHONMI
  • Level: Master

MI Master Thesis

  • Study year: 2021/2022, 2020/2021, 2019/2020, 2018/2019, 2017/2018
  • Code: BMMTMI
  • Level: Master

Research fundamentals course

  • Study year: 2021/2022, 2019/2020, 2018/2019, 2017/2018, 2016/2017, 2015/2016
  • Code: BMRMMI
  • Level: Master

Past courses

Innovation in Practice

  • Study year: 2020/2021, 2019/2020, 2018/2019
  • Code: BMME134
  • ECTS: 6 Level: Master

Causal Inference

  • Study year: 2019/2020
  • Code: BERMAMC021
  • Level: Master

Strategy of Innovation

  • Study year: 2019/2020, 2018/2019, 2017/2018, 2016/2017, 2015/2016
  • Code: BM02MI
  • ECTS: 5 Level: Master, Master, Master, Master

Introduction

  • Study year: 2018/2019, 2017/2018
  • Code: BM01MI
  • ECTS: 1 Level: Master

Innovation Management: Research on Organizing in a Context of Uncertainty

  • Study year: 2016/2017, 2014/2015
  • Code: BERMASC035
  • ECTS: 5 Level: Master

Disruptive innovations

  • Study year: 2015/2016
  • Code: BM12MIM
  • ECTS: 2 Level: Master

Innovation and market orientation

  • Study year: 2014/2015, 2013/2014, 2012/2013
  • Code: BKM12GM
  • ECTS: 2 Level: Master

MI Company-based research project

  • Study year: 2014/2015
  • Code: RSMBPMI
  • ECTS: 6 Level: Master

Organisation of Innovation

  • Study year: 2014/2015
  • Code: RSM07MI
  • ECTS: 5 Level: Master

Thesis research skills

  • Study year: 2014/2015
  • Code: RSMRMMI
  • ECTS: 4 Level: Master

Innovation Management

  • Study year: 2013/2014, 2012/2013
  • Code: BAD01
  • ECTS: 4 Level: Bachelor 3, Bachelor 3