Prof. Pursey Heugens

Professor of Organization Theory, Development, and Change, Scientific Director ERIM, Dean of Research RSM

Department of Strategic Management and Entrepreneurship

Rotterdam School of Management (RSM)

Erasmus University Rotterdam

Connected with

Profile

Pursey Heugens is a professor of organisation theory, development, and change at the Department of Strategic Management and Entrepreneurship, Rotterdam School of Management, Erasmus University (RSM).

His research interests include comparative corporate governance, business ethics, and bureaucracy, institutional, and demographic theories of organisation.

Professor Heugens has won numerous awards for his research and teaching. He currently serves on the editorial boards of six scholarly journals. His research has been published in academic journals including the Academy of Management Journal, the Academy of Management Review, Organization Studies, and the Journal of Management Studies.

His most recent works argues that the field of organisation theory is locked into a state of permanent failure due to powerful centrifugal forces which prevent it from producing a unified theory of organisational effectiveness – while equally strong centripetal forces keep university administrators and policy makers from cashing in their chips.

He offers three research strategies that might end the stalemate by increasing the integration, relevance and realism of current theories of organisation.

He obtained his PhD from RSM in 2001.

Professional experience

Full Professor

Erasmus University Rotterdam
RSM - Rotterdam School of Management
Department of Strategic Management and Entrepreneurship

Publications

Key Publications (15)

A.J.J. Maas, P.P.M.A.R. Heugens & T.H. Reus (2019). Viceroys or emperors? An institution-based perspective on merger and acquisition prevalence and shareholder value. Journal of Management Studies, 56 (1), 234-269. doi: 10.1111/joms.123351
D. Bergh, D. Ketchen, I. Orlandi, P.P.M.A.R. Heugens & B. Boyd (2019). Information asymmetry in management research: past accomplishments and future opportunities. Journal of Management, 45 (1), 122-158. doi: 10.1177/0149206318798026
J.J. Kroezen & P.P.M.A.R. Heugens (2019). What is dead may never die: Institutional regeneration through logic reemergence in Dutch beer brewing. Administrative Science Quarterly, Accepted .
L. Tihanyi, R. Aguilera, P.P.M.A.R. Heugens, M. van Essen, P. Duran, S. Sauerwald & Roxana Turturea (2019). State Ownership and Political Connections. Journal of Management, Accepted . doi: 10.1080/13504851.2017.1414928
S. Sauerwald, P.P.M.A.R. Heugens, Roxana Turturea & M. van Essen (2019). Are all private benefits of control ineffective? Principal-principal benefits, external governance quality, and firm performance. Journal of Management Studies, 56 (4), 725-757. doi: 10.1111/joms.12420
I.R.P. Cuypers, G. Ertug, P.P.M.A.R. Heugens, B. Kogut & T. Zhou (2018). The making of a construct: Lessons from 30 years of the Kogut and Singh cultural distance index. Journal of International Business Studies, 49 (9), 1138-1153. doi: 10.1057/s41267-018-0181-5
R. Wang, F.H. Wijen & P.P.M.A.R. Heugens (2018). Government's green grip: Multifaceted state influence on corporate environmental actions in China. Strategic Management Journal, 39 (2), 403-428. doi: 10.1002/smj.2714
H.R. Wijaya & P.P.M.A.R. Heugens (2018). Give me a hallelujah! Amen! Institutional reproduction in the presence of moral perturbation and the dynamics of emotional investment. Organization Studies, 39 (4), 491-514. doi: 10.1177/0170840617736931
G. Hendriks, A.H.L. Slangen & P.P.M.A.R. Heugens (2018). How a firm's domestic footprint and domestic environmental uncertainty jointly shape added cultural distances: The roles of resource dependence and headquarters attention. Journal of Management Studies, 55 (6), 883-909. doi: 10.1111/joms.12314
Z. Simsek, P. Bansal, J.D. Shaw, P.P.M.A.R. Heugens & W. Smith (2018). From the editors: Seeing practice impact in new ways. Academy of Management Journal, 61 (6), 2021-2025. doi: 10.5465/amj.2018.4006
M.W. Lander & P.P.M.A.R. Heugens (2017). Better together: Using meta-analysis to explore complementarities between ecological and institutional theories of organization. Organization Studies, 38 (11), 1573-1601. doi: 10.1177/0170840616677629
M. van Essen, J. van Oosterhout & P.P.M.A.R. Heugens (2013). Competition and cooperation in corporate governance: The effects of labor institutions on blockholder effectivess in 23 European countries. Organization Science, 24 (2), 530-551. doi: 10.1287/orsc.1120.0742
J.M. Drees & P.P.M.A.R. Heugens (2013). Synthesizing and extending resource dependence theory: A meta-analysis. Journal of Management, 39 (6), 1666-1698. doi: 10.1177/0149206312471391
M. van Essen, P.P.M.A.R. Heugens, J. van Oosterhout & J.A. Otten (2012). An institution-based view of executive compensation: A multilevel meta-analytic test. Journal of International Business Studies, 43 (4), 396-423. doi: 10.1057/jibs.2012.6
M. Carney, E.R. Gedajlovic, P.P.M.A.R. Heugens, M. van Essen & J. van Oosterhout (2011). Business group affiliation, performance, context, and strategy: A meta-analysis. Academy of Management Journal, 54 (3), 437-460. doi: 10.5465/AMJ.2011.61967812

Professional Publications (7)

P.P.M.A.R. Heugens (2017). Why can't China clean up its act? RSM Discovery - Management Knowledge, 30 (2), 17-19.
J. van Oosterhout, P.P.M.A.R. Heugens & M. van Essen (2013). The effect of blockholders in corporate governance. RSM Insight, 13 (1), 18-19.
P.P.M.A.R. Heugens (2009). Een mooie toekomst voor een chronisch tekortschietend vakgebied. Holland Management Review, 125 (-), 2-8.
P.P.M.A.R. Heugens, S.P. Kaptein & N.A. den Nieuwenboer (2007, december 20). Liever high-trust toezicht. Het Financiële Dagblad
P.P.M.A.R. Heugens, Frans, A.J. Van Den Bosch & C.B.M. van Riel (2001). Stakeholder integratie: werken aan wederzijds versterkende relaties. M en O, 55 (4), 5-26.
P.P.M.A.R. Heugens (1998). Naar een nieuwe definitie van crisismanagement: plaatsbepaling. Tijdschrift voor Strategische Bedrijfscommunicatie, 4 (2), 16-17.
Frans, A.J. Van Den Bosch, P.P.M.A.R. Heugens & C.B.M. van Riel (1998). De introductie van GMO-soja in Nederland. Beschrijving en analyse van de communicatie en de strategie van het margarine-, vetten- en oliën-cluster in de periode 1992-1998. (Extern rapport). Rotterdam: Corporate Communication Centre

Scholarly Publications (75)

A.J.J. Maas, P.P.M.A.R. Heugens & T.H. Reus (2019). Viceroys or emperors? An institution-based perspective on merger and acquisition prevalence and shareholder value. Journal of Management Studies, 56 (1), 234-269. doi: 10.1111/joms.123351
P. Duran, P.P.M.A.R. Heugens, M. Van Essen, T. Kostova & M. Peng (2019). The impact of institutions on the competitive advantage of publicly-listed family firms in emerging markets. Global Strategy Journal, 8 (Forthcoming). doi: 10.1002/gsj.1312
M.W. Lander, J. van Oosterhout, P.P.M.A.R. Heugens & J.K.L.P. Pruijssers (2019). Career stage dependent effects of law firm governance: A multilevel study of professional-client misconduct. Human Relations, 71 (Forthcoming). doi: 10.1177/0018726718796157
D. Bergh, D. Ketchen, I. Orlandi, P.P.M.A.R. Heugens & B. Boyd (2019). Information asymmetry in management research: past accomplishments and future opportunities. Journal of Management, 45 (1), 122-158. doi: 10.1177/0149206318798026
J.K.L.P. Pruijssers, P.P.M.A.R. Heugens & J. van Oosterhout (2019). Winning at a losing game? Side-effects of perceived tournament promotion incentives in audit firms. Journal of Business Ethics, Accepted . doi: 10.1007/s10551-018-3991-2
J.J. Kroezen & P.P.M.A.R. Heugens (2019). What is dead may never die: Institutional regeneration through logic reemergence in Dutch beer brewing. Administrative Science Quarterly, Accepted .
P. Vishwanathan, J. van Oosterhout, P.P.M.A.R. Heugens, P.A. Duran Solis & M. van Essen (2019). Strategic CSR: a concept building meta-analysis. Journal of Management Studies, Accepted .
L. Tihanyi, R. Aguilera, P.P.M.A.R. Heugens, M. van Essen, P. Duran, S. Sauerwald & Roxana Turturea (2019). State Ownership and Political Connections. Journal of Management, Accepted . doi: 10.1080/13504851.2017.1414928
P.P.M.A.R. Heugens, S. Sauerwald, R. Turturea & M. van Essen (2019). Does State Ownership Hurt of Help Minority Shareholders? International Evidence from Control Block Acquisitions. Global Strategy Journal, Accepted . doi: 10.1002/gsj.1337
S. Sauerwald, P.P.M.A.R. Heugens, Roxana Turturea & M. van Essen (2019). Are all private benefits of control ineffective? Principal-principal benefits, external governance quality, and firm performance. Journal of Management Studies, 56 (4), 725-757. doi: 10.1111/joms.12420
P.P.M.A.R. Heugens, P.J. Engelen, Roxana Turturea, M. van Essen & N. Bailey (2019). The impact of stakeholders' temporal orientation on short- and long-term IPO outcomes: A meta-analysis. Long Range Planning, Accepted .
I.R.P. Cuypers, G. Ertug, P.P.M.A.R. Heugens, B. Kogut & T. Zhou (2018). The making of a construct: Lessons from 30 years of the Kogut and Singh cultural distance index. Journal of International Business Studies, 49 (9), 1138-1153. doi: 10.1057/s41267-018-0181-5
K.M. Smolka, I. Verheul, K. Burmeister-Lamp & P.P.M.A.R. Heugens (2018). Get it together! Synergistic effects of causal and effectual decision-making logics on venture performance. Entrepreneurship Theory and Practice, 42 (4), 571-604. doi: 10.1111/etap.12266
R. Wang, F.H. Wijen & P.P.M.A.R. Heugens (2018). Government's green grip: Multifaceted state influence on corporate environmental actions in China. Strategic Management Journal, 39 (2), 403-428. doi: 10.1002/smj.2714
H.R. Wijaya & P.P.M.A.R. Heugens (2018). Give me a hallelujah! Amen! Institutional reproduction in the presence of moral perturbation and the dynamics of emotional investment. Organization Studies, 39 (4), 491-514. doi: 10.1177/0170840617736931
G. Hendriks, A.H.L. Slangen & P.P.M.A.R. Heugens (2018). How a firm's domestic footprint and domestic environmental uncertainty jointly shape added cultural distances: The roles of resource dependence and headquarters attention. Journal of Management Studies, 55 (6), 883-909. doi: 10.1111/joms.12314
J.F. Mahon, P.P.M.A.R. Heugens & R.A. McGowan (2018). Blending issues and stakeholders: In pursuit of the elusive synergy. Journal of Public Affairs, 18 (3), e1635. doi: 10.1002/pa.1635
Z. Simsek, P. Bansal, J.D. Shaw, P.P.M.A.R. Heugens & W. Smith (2018). From the editors: Seeing practice impact in new ways. Academy of Management Journal, 61 (6), 2021-2025. doi: 10.5465/amj.2018.4006
M.W. Lander, P.P.M.A.R. Heugens & J. van Oosterhout (2017). Drift or alignment? A configurational analysis of law firms’ ability to combine profitability with professionalism. Journal of professions and organization, 4 (2), 123-148. doi: 10.1093/jpo/jow011
M.W. Lander & P.P.M.A.R. Heugens (2017). Better together: Using meta-analysis to explore complementarities between ecological and institutional theories of organization. Organization Studies, 38 (11), 1573-1601. doi: 10.1177/0170840616677629
M.W. Lander, P.P.M.A.R. Heugens & J. van Oosterhout (2017). Towards an integrated framework of professional partnership performance: The role of formal governance and strategic planning. Human Relations, 70 (4), 1-27. doi: 10.1177/0018726717700697
E. Dolgova, P.P.M.A.R. Heugens, M. Wolf & K. Pandza (2016). Hopes and Fears: Institutional logics and sentiment around MOOCs. OMT Paper Development Workshop: Edinburgh, UK (2016, maart 7 - 2016, maart 7).
P. Berrone, P. Duran, L. Gomez-Mejia, P.P.M.A.R. Heugens & M. Van Essen (2016). OMT Best International Paper Award for "The family-legitimizing environment and the prevalence, strategy, and performance of family firms". Annual Conference: Anaheim. Wetenschappelijk.
E. Dolgova, P.P.M.A.R. Heugens, M. Wolf & K. Pandza (2016). Hopes and Fears: Institutional logics and sentiment around MOOCs. Annual Meeting of the International Network for Social Network Analysis (INSNA / Sunbelt Conference): Newport Beach, CA (2016, april 5 - 2016, april 10).
M. van Essen, M. Carney, E.R. Gedajlovic & P.P.M.A.R. Heugens (2015). How does family control influence firm strategy and performance? A meta-analysis of U.S. publicly-listed firms. Corporate Governance: An International Review, 23 (1), 3-24. doi: 10.1111/corg.12080
M. Carney, M. van Essen, E.R. Gedajlovic & P.P.M.A.R. Heugens (2015). What do we know about private family firms? A meta-analytic review. Entrepreneurship Theory and Practice, 39 (3), 513-544. doi: 10.1111/etap.12054
M. van Essen, J. van Oosterhout & P.P.M.A.R. Heugens (2013). Competition and cooperation in corporate governance: The effects of labor institutions on blockholder effectivess in 23 European countries. Organization Science, 24 (2), 530-551. doi: 10.1287/orsc.1120.0742
K.C. Liket & P.P.M.A.R. Heugens (2013). Approaches to social responsibility.
J.M. Drees & P.P.M.A.R. Heugens (2013). Synthesizing and extending resource dependence theory: A meta-analysis. Journal of Management, 39 (6), 1666-1698. doi: 10.1177/0149206312471391
M. van Essen, P.P.M.A.R. Heugens, J. van Oosterhout & J.A. Otten (2012). An institution-based view of executive compensation: A multilevel meta-analytic test. Journal of International Business Studies, 43 (4), 396-423. doi: 10.1057/jibs.2012.6
J.J. Kroezen & P.P.M.A.R. Heugens (2012). Organizational Identity Formation: Processes of Identity Imprinting and Enactment in the Dutch Microbrewing Landscape. In M. Schultz, S. Maguire, A. Langley & H. Tsoukas (Eds.), Perspectives on Process Organization Studies Volume 2 (pp. 89-127). Oxford: Oxford University Press
M. Carney, E.R. Gedajlovic, P.P.M.A.R. Heugens, M. van Essen & J. van Oosterhout (2011). Business group affiliation, performance, context, and strategy: A meta-analysis. Academy of Management Journal, 54 (3), 437-460. doi: 10.5465/AMJ.2011.61967812
S. Osadchiy, I. Bogenrieder & P.P.M.A.R. Heugens (2010). Organizational learning through problem absorption: A processual view. In T. Hernes & S. Maitlis (Eds.), Perspectives on Process Organization Studies . Oxford: Oxford University Press
P.P.M.A.R. Heugens (2010). Social institutions of capitalism. In G. Ritzer & J.M. Ryan (Eds.), Concise Blackwell Encyclopedia of Sociology . Oxford: Blackwell
P.P.M.A.R. Heugens & A.G. Scherer (2010). When organization theory met business ethics: Toward further symbioses. Business Ethics Quarterly, 20 (4), 643-672. [go to publisher's site]
P.P.M.A.R. Heugens & M.W. Lander (2009). Structure! Agency! (And Other Quarrels): Meta-Analyzing Institutional Theories of Organization. Academy of Management Journal, 52 (1), 61-85. doi: 10.5465/AMJ.2009.36461835
P.P.M.A.R. Heugens, M. van Essen & J. van Oosterhout (2009). Meta-analyzing ownership concentration and firm performance in Asia: Towards a more fine-grained understanding. Asia Pacific Journal of Management, 26 (3), 481-512. doi: 10.1007/s10490-008-9109-0
D.L. Deephouse & P.P.M.A.R. Heugens (2009). Linking social issues to organizational impact: The role of infomediaries and the infomediary process. Journal of Business Ethics, 86 (4), 541-553. doi: 10.1007/s10551-008-9864-3
J. van Oosterhout & P.P.M.A.R. Heugens (2009). Extant social contracts in global business regulation: Outline of a research agenda. Journal of Business Ethics, 88 (4), 729-740. doi: 10.1007/s10551-009-0329-0
K. Lamertz & P.P.M.A.R. Heugens (2009). Institutional translation through spectatorship: Collective consumption and editing of symbolic organizational texts by firms and their audiences. Organization Studies, 30 (11), 1249-1279. doi: 10.1177/0170840609337935
P.P.M.A.R. Heugens & S.C. Zyglidopoulos (2008). From social ties to embedded competencies: The case of business groups. The Journal of Management and Governance, 12 (4), 325-341. doi: 10.1007/s10997-008-9064-7
P.P.M.A.R. Heugens, S.P. Kaptein & J. van Oosterhout (2008). Contracts to communities: A processual model of organizational virtue. Journal of Management Studies, 45 (1), 100-121. doi: 10.1111/j.1467-6486.2007.00738.x
P.P.M.A.R. Heugens & J. van Oosterhout (2008). Much ado about nothing: A conceptual critique of corporate social responsibility. In D.S. Siegel, D. Matten, A. McWilliams & A. Crane (Eds.), The Oxford Handbook of Corporate Social Responsibility (pp. 197-223). Oxford: Oxford University Press
P.P.M.A.R. Heugens (2008). Organization Theory: Bright Prospects for a Permanently Failing Field. (2008, september 12). Rotterdam: Erasmus Research Institute of Management
P.P.M.A.R. Heugens & N. Dentchev (2007). Taming Trojan Horses: Identifying and Mitigating Corporate Social Responsibility Risks. Journal of Business Ethics, 75 (2), 151-170. doi: 10.1007/s10551-006-9242-y
P.P.M.A.R. Heugens (2007). Organizations and the theory of the firm. In G. Ritzer (Ed.), The Blackwell encyclopedia of Sociology (pp. 3326-3331). Oxford: Blackwell
J. van Oosterhout, P.P.M.A.R. Heugens & S.P. Kaptein (2007). Contractualism vindicated; A response to Boatright. Academy of Management Review, 32 (1), 295-297. doi: 10.5465/AMR.2007.23467343
P.P.M.A.R. Heugens (2007). Social institutions of capitalism. In G Ritzer (Ed.), The Blackwell encyclopedia of Sociology (pp. 395-398). Oxford: Blackwell
P.P.M.A.R. Heugens & J.A. Otten (2007). Beyond the dichotomous worlds hypothesis: Towards a plurality of corporate governance logics. Corporate Governance: An International Review, 15 (6), 1288-1300. doi: 10.1111/j.1467-8683.2007.00647.x
P.P.M.A.R. Heugens, J. van Oosterhout & S.P. Kaptein (2006). Foundations and applications for contractualist business ethics. Journal of Business Ethics, 68 (3), 211-228. doi: 10.1007/s10551-006-9011-y
P.P.M.A.R. Heugens (2006). Environmental issues management: Towards a multi-level theory of environmental management competence. Business Strategy and the Environment, 15 (6), 363-376.
J. van Oosterhout, P.P.M.A.R. Heugens & S.P. Kaptein (2006). The internal morality of contracting: Advancing the contractualist endeavor in business ethics. Academy of Management Review, 31 (3), 521-539. doi: 10.5465/AMR.2006.21318915
P.P.M.A.R. Heugens, S.P. Kaptein & J. van Oosterhout (2006). The ethics of the node versus the ethics of the dyad? Reconciling virtue ethics and contractualism. Organization Studies, 27 (3), 391-411. doi: 10.1177/0170840606062428
K. Lamertz, P.P.M.A.R. Heugens & L. Calmet (2005). The configuration of organizational images among firms in the Canadian beer brewing industry. Journal of Management Studies, 42 (4), 817-843. doi: 10.1111/j.1467-6486.2005.00520.x
P.P.M.A.R. Heugens (2005). A neo-Weberian theory of the firm. Organization Studies, 26 (4), 547-567. doi: 10.1177/0170840605051471
P.P.M.A.R. Heugens & M.J. Mol (2005). So you call that research? Mending methodological biases in strategy and organization departments of top business schools. Strategic Organization, 3 (1), 117-128. doi: 10.1177/1476127005050030
P.P.M.A.R. Heugens (2005). Issues management: Core understandings and scholarly development. In P. Harris & C. Fleisher (Eds.), The Handbook of Public Affairs (pp. 481-500). London: Sage
P.P.M.A.R. Heugens & E.A.M. Schenk-Braat (2004). The public affairs of corporate restructuring. Journal of Public Affairs, 4 (1), 6-9.
J.F. Mahon, P.P.M.A.R. Heugens & K. Lamertz (2004). Social networks and nonmarket strategy. Journal of Public Affairs, 4 (2), 170-189.
P.P.M.A.R. Heugens, C.B.M. van Riel & Frans, A.J. Van Den Bosch (2004). Reputation Management Capabilities as Decision Rules. Journal of Management Studies, 41 (8), 1349-1377. doi: 10.1111/j.1467-6486.2004.00478.x
P.P.M.A.R. Heugens, S.P. Kaptein & J. van Oosterhout (2004). Ties that grind? Corroborating a typology of social contracting problems. Journal of Business Ethics, 49 (3), 235-252. doi: 10.1023/B:BUSI.0000017960.17747.56
P.P.M.A.R. Heugens, J. van Oosterhout & J.J. Vromen (2004). Social Contract Theories: E Pluribus Unum? In P.P.M.A.R Heugens & J. Van Oosterhout (Eds.), The Social Institutions of capitalism: Evolution and Design of Social Contracts (pp. 1-19). Cheltenham: Edward Elgar Publishing
P.P.M.A.R. Heugens, J. van Oosterhout & J.J. Vromen (2004). The Social Institutions of Capitalism: Evolution and Design of Social Contracts. Cheltenham: Edward Elgar Publishing
P.P.M.A.R. Heugens & H. Schenk (2004). Rethinking corporate restructuring. Journal of Public Affairs, 4 (1), 87-101.
P.P.M.A.R. Heugens, K. Lamertz & L. Calmet (2003). Strategic groups and corporate citizenship: Evidence from the Canadian brewing industry. Journal of Corporate Citizenship. The Journal of Corporate Citizenship, 3 (12), 75-92.
P.P.M.A.R. Heugens (2003). Capability building through adversarial relationships: A replication and extension of Clarke and Roome (1999). Business Strategy and the Environment, 12 (5), 300-312.
P.P.M.A.R. Heugens, M. Martens & K. Lamertz (2003). Issue evolution: A symbolic interactionist perspective. Corporate Reputation Review, 6 (1), 82-93.
S.L. Wartick & P.P.M.A.R. Heugens (2003). Future directions for issues management. Corporate Reputation Review, 6 (1), 7-18.
P.P.M.A.R. Heugens, C.B.M. van Riel & Frans, A.J. Van Den Bosch (2002). Stakeholder Integration: Building Mutually Enforcing Relationships. Business and Society, 41 (1), 37-61. doi: 10.1177/000765030204100104
P.P.M.A.R. Heugens (2002). Strategic issues management: Implications for corporate performance. Business and Society, 41 (4), 456-468.
P.P.M.A.R. Heugens & J. van Oosterhout (2002). The Confines of Stakeholder Management: Evidence from the Dutch Manufacturing Sector. Journal of Business Ethics, 40 (4), 387-404. doi: 10.1023/A:1020807101387
P.P.M.A.R. Heugens, S.P. Kaptein, J. van Oosterhout & J.F.D.B. Wempe (2002). Ethical Criteria for Corporations. In S.P. Kaptein & J. Wempe (Eds.), The Balanced Company: a Theory of Corporate Integrity (pp. 227-262). Oxford/New York: Oxford University Press
P.P.M.A.R. Heugens (2002). Managing public affairs through storytelling. Journal of Public Affairs, 2 (2), 57-70.
P.P.M.A.R. Heugens & J. van Oosterhout (2001). To boldly go where no man has gone before: integrating cognitive and physical features in scenario studies. Futures, 33 (10), 861-872. doi: 10.1016/S0016-3287(01)00023-4
P.P.M.A.R. Heugens (Ed.). (2001). Strategic issues management: Implications for corporate performance (ERIM Ph.D series research in management, ISSN 1568-1726 ; 7). Rotterdam: ERIM

Doctoral Thesis

P.P.M.A.R. Heugens (2001, oktober 19). Strategic Issues Management: Implications for Corporate Performance. Erasmus Universiteit Rotterdam (245 pag.) (Rotterdam: Erasmus Research Institute of Management (PhD Serie 007)) Prom./coprom.: Prof. dr. ing. Frans, A.J. Van Den Bosch & prof.dr. C.B.M. van Riel.

Recognitions

Editorial positions (6)

Journal of Business Ethics

Editorial Board
Corporate Reputation Review

Editorial Board
Business and Society

Editorial Board
Business Ethics Quarterly

Editorial Board
Journal of Public Affairs

Editorial Board
Strategic Organization

Editorial Board

Media

Media items

Overdracht loopt vaak mis bij familiebedrijven

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Reformatorisch Dagblad Thursday, 7 April 2016
'Overdracht van familiebedrijf gaat vaak mis'

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Nu.nl Thursday, 7 April 2016
Tweederde familiebedrijven overleeft eerste overdracht niet

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Pretwerk.nl Thursday, 7 April 2016
Veel familiebedrijven overleven overdracht niet

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Boeren Business Thursday, 7 April 2016
Gros familiebedrijven overleeft overdracht niet

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Nieuwe Oogst Thursday, 7 April 2016
Twee op drie familiebedrijven overleven overdracht niet

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Fambizz Thursday, 7 April 2016
Tweederde familiebedrijven overleeft overdracht niet

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Food Holland Thursday, 7 April 2016
Waarom de overdracht vaak misgaat bij familiebedrijven

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
z24.nl Thursday, 7 April 2016
BDO: Tweederde familiebedrijven overleeft overdracht niet

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Tax Live Thursday, 7 April 2016
Generatiewisseling familiebedrijven gaat vaak fout

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
CM Web Thursday, 7 April 2016
Oprichter familiebedrijf houdt touwtjes in handen

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
OR Informatie Thursday, 7 April 2016
‘Overdracht bij familiebedrijven gaat zeven van de tien keer mis’

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Nationale Horeca Gids Thursday, 7 April 2016
Tweederde familiebedrijven overleeft overdracht niet

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Marketing Tribune Thursday, 7 April 2016
Overdracht gaat bij veel familiebedrijven mis

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Elsevier Nextens Thursday, 7 April 2016
Overdracht gaat bij veel familiebedrijven mis

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
De Telegraaf Thursday, 7 April 2016
Overdracht gaat bij veel familiebedrijven mis

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Service Management Friday, 8 April 2016
Tweederde familiebedrijven overleeft overdracht niet

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Banking Review Thursday, 7 April 2016
Tweederde familiebedrijven overleeft overdracht niet

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Accountant.nl Thursday, 7 April 2016
Slechts 30% van familiebedrijven overleeft eerste overdracht

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Banken.nl Monday, 11 April 2016
Kleinkind maakt familiebedrijf op

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Gooi- en Eemlander editie Eemland Monday, 11 April 2016
Familiebedrijf kopje onder na overdracht

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
De Telegraaf Friday, 8 April 2016
Familiebedrijf is toch niet zo solide

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Trouw Friday, 8 April 2016
MEER DAN TWEE DERDE FAMILIEBEDRIJVEN OVERLEEFT OVERDRACHT NIET

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Newslocker Friday, 8 April 2016
Oude baas blijft baas

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Noordhollands Dagblad ed. Dagblad Zaanstreek Friday, 8 April 2016
Bedrijf overdragen aan kind faalt vaak

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Eindhovens Dagblad ed. Eindhoven-Noord Friday, 8 April 2016
Overdracht gaat bij veel familiebedrijven mis

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Friesch Dagblad Friday, 8 April 2016
Two-thirds of family businesses do not survive a transfer

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Bloomberg Friday, 8 April 2016
Tweederde familiebedrijven overleeft overdracht niet

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Regio in Bedrijf Friday, 8 April 2016
Twee derde familiebedrijven overleeft overdracht niet

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
AGF Friday, 8 April 2016
Tweederde familiebedrijven overleeft overdracht niet

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Rabobank Thursday, 7 April 2016
Doodsbang om het fout te doen

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
NRC Wednesday, 13 April 2016
Tweederde familiebedrijven overleeft overdracht niet

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Taxence Thursday, 7 April 2016
Overdracht nekslag voor familiebedrijf

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
BC.nl Monday, 18 April 2016
Two-thirds of family businesses do not survive a transfer.

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
4 Hoteliers Saturday, 16 April 2016
Wat is er mis met het familiebedrijf?

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Nederlands Dagblad Thursday, 21 April 2016
De wet: Succesvolle bedrijfsoverdracht

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. Here, 6 tips are provided to prevent this. This was discovered in the Nieuw bloed, nieuwe koers...
Misset Horeca Tuesday, 3 May 2016
Familiebedrijf ten onder aan overdracht

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. This was discovered in the Nieuw bloed, nieuwe koers (New blood, new course) study carried out...
BV Rendement Monday, 2 May 2016
Twee derde familiebedrijven over de kop na overdracht

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. This was discovered in the Nieuw bloed, nieuwe koers (New blood, new course) study carried out...
Management Trends Tuesday, 3 May 2016
Onderzoek 70%

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in...
Management Team (MT) Sunday, 1 May 2016
Wie wordt CFO van het jaar bij het familiebedrijf 2016?

On October 6th during the FM Day the CFO of the Family Business Award will be awarded. One of the judges will be Pursey Heugens.
CFO Tuesday, 13 September 2016
Ferry Muller (CFO Vebego International) wint Familiebedrijven Award 2016

During FM Day 2016 Ferry Muller (CFO Vebego International) was declared the winner of the CFO of Family Businesses Award. Pursey Heugens was mentioned as being one of the judges of the Award.
CFO Friday, 7 October 2016
Wie wint de Tuinbouw Ondernemersprijs 2017?

On January 11 will be awarded the Horticulture Business Award in Keukenhof for the 31st time the entrepreneur who performs best on innovative and sustainable entrepreneurship. The theme of the meeting is "Family businesses,...
AGF Wednesday, 23 November 2016
Thema prijsuitreiking Tuinbouw Ondernemersprijs is familiebedrijven

On January 11 will be awarded the Horticulture Business Award in Keukenhof for the 31st time the entrepreneur who performs best on innovative and sustainable entrepreneurship. The theme of the meeting is "Family businesses,...
Bloembollenvisie Wednesday, 23 November 2016
Pittige conclusies jonge opvolgers bij uitreiking ondernemersprijs

On January 11 will be awarded the Horticulture Business Award in Keukenhof for the 31st time the entrepreneur who performs best on innovative and sustainable entrepreneurship. The theme of the meeting is "Family businesses,...
KAS PotplantenNet Thursday, 24 November 2016
Horticultural Entrepreneur Award: young entrepreneurs share how they over took family business

Now in its 31st year the annual Dutch Horticultural Entrepreneur of the Year Award is designed to recognize progressive growers who embrace technology and modern, sustainable production practices, market innovatively, deliver...
FloraCulture Thursday, 1 December 2016
NL: Registration open for Horticultural Entrepreneur's Prize ceremony

Now in its 31st year the annual Dutch Horticultural Entrepreneur of the Year Award is designed to recognize progressive growers who embrace technology and modern, sustainable production practices, market innovatively, deliver...
Floral Daily Wednesday, 11 January 2017
Wie wint de Tuinbouw Ondernemersprijs 2017

Now in its 31st year the annual Dutch Horticultural Entrepreneur of the Year Award is designed to recognize progressive growers who embrace technology and modern, sustainable production practices, market innovatively, deliver...
Bloemenkrant.nl Monday, 19 December 2016
Familiebedrijf centraal bij Tuinbouwprijs

Now in its 31st year the annual Dutch Horticultural Entrepreneur of the Year Award is designed to recognize progressive growers who embrace technology and modern, sustainable production practices, market innovatively, deliver...
Nieuwe Oogst Friday, 30 December 2016
'Familiebedrijven en de kunst van het succesvol overdragen ervan' als centrale thema bij Tuinbouw Ondernemersprijs

Now in its 31st year the annual Dutch Horticultural Entrepreneur of the Year Award is designed to recognize progressive growers who embrace technology and modern, sustainable production practices, market innovatively, deliver...
Royal FloraHolland Wednesday, 21 December 2016
Family-run companies and the art of successful succession

Now in its 31st year the annual Dutch Horticultural Entrepreneur of the Year Award is designed to recognize progressive growers who embrace technology and modern, sustainable production practices, market innovatively, deliver...
Floral Daily Friday, 23 December 2016
Familiebedrijven, de kunst van succesvol overdragen

Now in its 31st year the annual Dutch Horticultural Entrepreneur of the Year Award is designed to recognize progressive growers who embrace technology and modern, sustainable production practices, market innovatively, deliver...
AGF Wednesday, 11 January 2017
Gartenbau-Unternehmerpreis: "Familienbetriebe und die Kunst der erfolgreichen Nachfolge"

Now in its 31st year the annual Dutch Horticultural Entrepreneur of the Year Award is designed to recognize progressive growers who embrace technology and modern, sustainable production practices, market innovatively, deliver...
Gabot.de Monday, 9 January 2017
Overdracht familiebedrijf risicovol

Now in its 31st year the annual Dutch Horticultural Entrepreneur of the Year Award is designed to recognize progressive growers who embrace technology and modern, sustainable production practices, market innovatively, deliver...
Kas SierteeltNet Tuesday, 10 January 2017
Wie maalt om sneuvelend familiebedrijf?

Business succession in horticulture requires urgent attention according to Rabobank and Flynth. Two-thirds of the second-generation family go bankrupt. Only 10% survive the third generation, and only a few procent can speak of...
Groenten & Fruit Thursday, 12 January 2017
JUB Holland wint Tuinbouw Ondernemersprijs

Now in its 31st year the annual Dutch Horticultural Entrepreneur of the Year Award is won by JUB Holland. Professor Pursey Heugens from RSM Erasmus University has been announced as keynote speaker and will explore the theme of...
Nieuwe Oogst Thursday, 12 January 2017
JUB Holland wint Tuinbouw Ondernemersprijs 2017

Now in its 31st year the annual Dutch Horticultural Entrepreneur of the Year Award is won by JUB Holland. Professor Pursey Heugens from RSM Erasmus University has been announced as keynote speaker and will explore the theme of...
Floranews.com Thursday, 12 January 2017
Bloembollenspecialist JUB Holland wint Tuinbouw Ondernemersprijs 2017

Now in its 31st year the annual Dutch Horticultural Entrepreneur of the Year Award is won by JUB Holland. Professor Pursey Heugens from RSM Erasmus University has been announced as keynote speaker and will explore the theme of...
Royal FloraHolland Thursday, 12 January 2017
Overdracht familiebedrijf risicovol

Prof Dr. Pursey Heugens RSM University, one of the speakers during the presentation of the Horticulture Business Award in Lisse yesterday, indicates that the transfer of a family business is a tough one. He talked about the...
Kas AlstroemeriaNet Thursday, 12 January 2017
JUB Holland wins 2017 Entrepreneur's Prize

Now in its 31st year the annual Dutch Horticultural Entrepreneur of the Year Award is won by JUB Holland. Professor Pursey Heugens from RSM Erasmus University has been announced as keynote speaker and will explore the theme of...
Horti Monday, 16 January 2017
JUB Holland wins highest accolade in Dutch horticulture

Now in its 31st year the annual Dutch Horticultural Entrepreneur of the Year Award is won by JUB Holland. Professor Pursey Heugens from RSM Erasmus University has been announced as keynote speaker and will explore the theme of...
FloraCulture Wednesday, 11 January 2017
Flower bulb specialist JUB Holland wins Horticultural Entrepreneur's Prize 2017

Now in its 31st year the annual Dutch Horticultural Entrepreneur of the Year Award is won by JUB Holland. Professor Pursey Heugens from RSM Erasmus University has been announced as keynote speaker and will explore the theme of...
Floral Daily Friday, 13 January 2017
Nieuwe tool legt diversificatie portefeuiles bloot

Portfolio managers and investors use various financial and non-financial indicators to describe equity portfolios and compare. A new set of indicators developed by Ghassan Chammas, now provides additional insight into the degree...
Fonds Nieuws Friday, 13 January 2017
BDO, Rabo en ECFB presenteren resultaten familiebedrijvenonderzoek

During a press conference in Amsterdam, presenting BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change...
Consultancy.nl Tuesday, 14 February 2017
Familiebedrijven scoren beter op financiële waarde en rentabiliteit

During a press conference in Amsterdam, presenting BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change...
Executive Finance Friday, 17 February 2017
‘Familiebedrijven presteren beter, maar zijn kwetsbaar bij generatiewisselingen’

During a press conference in Amsterdam, BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change is the...
CM: Friday, 17 February 2017
Waarde familiebedrijven gemiddeld 7 procent hoger

During a press conference in Amsterdam, presenting BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change...
M&A Friday, 17 February 2017
Doorgeven familiewaarden cruciaal voor concurrentiekracht

During a press conference in Amsterdam, presenting BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change...
Brisk Friday, 17 February 2017
Waarde familiebedrijven gemiddeld 7 procent hoger

During a press conference in Amsterdam, presenting BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change...
FM.NL Friday, 17 February 2017
Familiebedrijven doen het beter dan ‘gewone’ ondernemingen

During a press conference in Amsterdam, presenting BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change...
Nextens Thursday, 16 February 2017
Doorgeven familiewaarden cruciaal voor concurrentiekracht

During a press conference in Amsterdam, presenting BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change...
Duurzaam-ondernemen.nl Thursday, 16 February 2017
Familiewaarden van onschatbare waarde voor concurrentiekracht

During a press conference in Amsterdam, presenting BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change...
Accountancy van morgen Thursday, 16 February 2017
Onderzoek: doorgeven familiewaarden cruciaal voor concurrentiekracht

During a press conference in Amsterdam, presenting BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change...
Fambizz Thursday, 16 February 2017
Bedrijven met sterke familiewaarden presteren beter

During a press conference in Amsterdam, presenting BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change...
AGF Thursday, 16 February 2017
BDO: Doorgeven familiewaarden cruciaal voor concurrentiekracht

During a press conference in Amsterdam, presenting BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change...
Tax Live Thursday, 16 February 2017
Doorgeven familiewaarden cruciaal

During a press conference in Amsterdam, presenting BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change...
Rabobank Thursday, 16 February 2017
FAMILIEBEDRIJF MET STERKE WAARDEN DOET 'T BETER DAN 'GEWOON' BEDRIJF

During a press conference in Amsterdam, presenting BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change...
De Ondernemer Wednesday, 15 February 2017
‘Familiewaarden cruciaal voor concurrentiekracht’

During a press conference in Amsterdam, presenting BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change...
Bakkers Wereld Wednesday, 15 February 2017
‘Familiebedrijven met sterke waarden presteren beter’

During a press conference in Amsterdam, presenting BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change...
Misset Horeca Wednesday, 15 February 2017
'Doorgeven familiewaarden cruciaal voor concurrentiekracht familiebedrijf'

During a press conference in Amsterdam, presenting BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change...
Accountant Wednesday, 15 February 2017
‘Bedrijven met sterke familiewaarden presteren beter’

During a press conference in Amsterdam, presenting BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change...
Accountant Week Wednesday, 15 February 2017
Doorgeven familiewaarden cruciaal voor concurrentiekracht

During a press conference in Amsterdam, BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change is the...
Eufin Monday, 20 February 2017
FAMILIEBEDRIJF WERKT NET EEN STAPJE HARDER

During a press conference in Amsterdam, BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change is the...
Noordz Wednesday, 1 March 2017
Familiebedrijf werkt net een stapje harder

During a press conference in Amsterdam, BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change is the...
Leeuwarder Courant ed. Noord Wednesday, 22 February 2017
Familiebedrijven

During a press conference in Amsterdam, BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change is the...
BDO Wednesday, 15 February 2017
Familiebedrijven met sterke familiewaarden blinken meer uit

During a press conference in Amsterdam, BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change is the...
Consultancy.nl Monday, 20 March 2017
Familie Eureka

During a press conference in Amsterdam, BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change is the...
Management Team Friday, 31 March 2017
Familiebedrijven fusies & overnames

During a press conference in Amsterdam, BDO, Rabobank and the Erasmus Centre for Family Business (ECFB) presented the first results of their family research which started in 2016. Change strategy after generation change is the...
Utrecht Business Friday, 31 March 2017
‘Je kunt als familiebedrijf sociaal wat conservatiever zijn en technologisch heel innoverend’

Family businesses are not innovative? That is a misconception. Whether for stairlifts or other products, often family run in the lead in R&D. Pursey Heugens says "The idea that family would not be innovate because they have values...
Management Team MT Wednesday, 5 April 2017
Nieuwe wetenschappelijke directeur ERIM

Professor Pursey Heugens succeeds Professor Marno Verbeek as Scientific Director of the Erasmus Research Institute of Management (ERIM), the joint research institute of Rotterdam School of Management and Erasmus School of...
Erasmus Universiteit Rotterdam Tuesday, 27 June 2017

Discovery items

Why can’t China clean up its act?

The Chinese government controls up to 80 percent of the country's businesses. So, why can't it get them to be more environmentally friendly?

Cheers to business lessons from the Dutch brewing industry

There are business lessons to be learned from the Dutch beer industry, because it seems to be one of the few industries which has seen many individuals starting up successful new breweries.

Societal dynamics can compromise financial markets’ efficiency

New research by Ivana Naumovska reveals that sociological biases such as prejudice influence how, why, and when financial markets react to corporate actions.

The effect of blockholders in corporate governance

Courses

Qualitative Methods

Study year: 2018/2019, 2017/2018, 2016/2017, 2015/2016
Code: BERMMC003
ECTS: 5 Level: Master

Strategic management

Study year: 2019/2020, 2018/2019, 2017/2018
Code: BKB1025
Level: Bachelor 2, Pre-master

Past courses

Advanced Topics in Organization Theory

Study year: 2017/2018, 2015/2016, 2013/2014
Code: BERMASC012
ECTS: 5 Level: Master

Philosophy of Science

Study year: 2017/2018, 2016/2017, 2015/2016, 2014/2015
Code: BKB1016
ECTS: 3

Philosophy of Science

Study year: 2016/2017, 2015/2016, 2014/2015
Code: BAB26
ECTS: 3

Philosophy of Science

Study year: 2016/2017, 2015/2016
Code: BAB28
ECTS: 3 Level: Bachelor 2, Bachelor 2, Pre-master

Philosophy of science

Study year: 2016/2017, 2015/2016
Code: BKB2016
ECTS: 3 Level: Bachelor 2, Pre-master

Organisational Theory & Dynamics

Study year: 2015/2016, 2014/2015, 2013/2014
Code: BAB21
ECTS: 6 Level: Bachelor 2, Bachelor 2, Pre-master

Organisational theory and dynamics

Study year: 2015/2016, 2014/2015, 2013/2014
Code: BKB1014
ECTS: 6 Level: Bachelor 2, Pre-master

Organisations

Study year: 2015/2016
Code: UC-ACC104
ECTS: 5 Level: Year 1

Organisations

Study year: 2015/2016
Code: UC-ECB202
ECTS: 5 Level: Level 200

Publishing Strategy

Study year: 2015/2016, 2014/2015, 2013/2014
Code: BERMSKL010
ECTS: 1 Level: Master

Advanced Qualitative Methods

Study year: 2014/2015
Code: BERMAMC001
ECTS: 5 Level: Master

Governance and strategic challenges of family enterprises

Study year: 2014/2015
Code: RSMME013
ECTS: 6 Level: Master, Master

Why can’t China clean up its act?

The Chinese government controls up to 80 percent of the country's businesses. So, why can't it get them to be more environmentally friendly?

+31 10 4082261

pheugens@rsm.nl

Visiting address

Office: Mandeville Building T07-57 (Dept) or T06-01 (ERIM)
Burgemeester Oudlaan 50
3062 PA Rotterdam

Postal address

Postbus 1738
3000 DR Rotterdam
Netherlands

Find this faculty member's ancillary activities.

Prof. Pursey Heugens

Profile

Professional experience

Full Professor

Publications

Key Publications (15)

Professional Publications (7)

Scholarly Publications (75)

Doctoral Thesis

Recognitions

Editorial positions (6)

Media

Media items

Discovery items

Courses

Qualitative Methods

Strategic management

Past courses

Advanced Topics in Organization Theory

Philosophy of Science

Philosophy of Science

Philosophy of Science

Philosophy of science

Organisational Theory & Dynamics

Organisational theory and dynamics

Organisations

Organisations

Publishing Strategy

Advanced Qualitative Methods

Governance and strategic challenges of family enterprises

Awards

Why can’t China clean up its act?