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Profile

Murat Tarakci is Professor of Innovation Strategy at the Rotterdam School of Management, Erasmus University. He is serving as the head of the Innovation Management section.

Murat's mission is to create a positive impact by inciting innovative organizations well-poised to address the world’s current challenges. His research and education activities focus on how organizations formulate and execute strategies to manage innovations. An innovation strategy inspires, directs, and calibrates innovation activities to achieve the organization’s strategic-level goals and to tackle the world's problems.

His research has been published in leading academic journals such as Strategic Management Journal, Journal of Applied Psychology, Journal of Management, Journal of Management Studies, and Journal of Operations Management. His research has also been featured in popular media outlets, including Financial Times and Harvard Business Review.

Murat recognizes that an organization’s ability to innovate for the greater good requires a collaborative effort. Accordingly, he regularly coaches executives and helps organizations with their innovation and strategy-related challenges.

Publications

Academic (11)
  • Ruesch, L., Tarakci, M., Besiou, M., & Van Quaquebeke, N. (2022). Orchestrating coordination among humanitarian organizations. Production and Operations Management, 31(5), 1977-1996. https://doi.org/10.1111/poms.13660, https://doi.org/10.1111/poms.13660

  • Arslan, B., & Tarakci, M. (2022). Negative Spillovers Across Partnerships for Responsible Innovation: Evidence from the 2014 Ebola Outbreak. Journal of Management Studies, 59(1), 126-162. https://doi.org/10.1111/joms.12607

  • Berchicci, L., & Tarakci, M. (2021). Aspiration formation and attention rules. Strategic Management Journal, 43(8), 1575-1601. https://doi.org/10.1002/smj.3371

  • Porck, J., Knippenberg, D., Tarakci, M., Ates, NY., 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., 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., & van 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., 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., & 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., Porck, J., van Knippenberg, D., Groenen, P., & de Haas, 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 (8)
  • Bicer, I., Tarakci, M., & Kuzu, A. (2022). Using Uncertainty Modeling to Better Predict Demand. Harvard Business Review (digital). https://hbr.org/2022/01/using-uncertainty-modeling-to-better-predict-demand

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

  • 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., & Groenen, P. (2015). Why aspiring leaders should cultivate skill over charm. Financial Times.

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

  • 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., 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.

Internal (1)
  • Tarakci, M. (2013). Behavioral strategy: strategic consensus, power and networks. [Doctoral Thesis, Erasmus University Rotterdam]. Erasmus University Rotterdam (EUR).

Professional (1)
  • Arslan, B. (Author), & Tarakci, M. (Author). (2020). How to Keep COVID-19 from Derailing Ongoing Partnerships. Web publication/site, Management Insights.

  • Academy of Management Journal (Journal)

    Editorial work (Academic)

  • Journal of Management Studies (Journal)

    Editorial work (Academic)

  • Small Group Research (Journal)

    Editorial work (Academic)

Courses

Innovatiemanagement

  • Study year: 2022/2023, 2021/2022
  • Code: BK2106
  • Level: Bachelor 2, Pre-master

Innovation Clinic

  • Study year: 2022/2023, 2021/2022, 2020/2021, 2019/2020, 2018/2019, 2017/2018
  • Code: BMHONMI
  • Level: Master

MI Master Thesis

  • Study year: 2022/2023, 2021/2022, 2020/2021, 2019/2020, 2018/2019, 2017/2018
  • Code: BMMTMI
  • Level: Master

Research fundamentals course

  • Study year: 2022/2023, 2021/2022, 2019/2020, 2018/2019, 2017/2018, 2016/2017, 2015/2016
  • Code: BMRMMI
  • Level: Master

Innovation Management

  • Study year: 2022/2023, 2021/2022
  • Code: BT2106
  • Level: Bachelor 2, Bachelor 3, Pre-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
  • 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
  • Code: BAD01
  • ECTS: 4 Level: Bachelor 3, Bachelor 3

Featured in the media

Featured on RSM Discovery

Four ways to improve coordination among humanitarian organisations

Humanitarian organisations struggle with coordinating disaster relief efforts. A new study points to four improvements

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.