Prof. Pursey Heugens

Pursey Heugens

Professor of Organization Theory, Development, and Change, Scientific Director ERIM, Dean of Research RSM
Rotterdam School of Management (RSM)
Erasmus University Rotterdam

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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.

Publications

  • Academic (63)
    • Berrone, P., Duran, P., Gómez-Mejía, L., Heugens, P., Kostova, T., & Essen, M. (2020). Impact of informal institutions on the prevalence, strategy, and performance of family firms: a meta-analysis. Journal of International Business Studies. https://doi.org/10.1057/s41267-020-00362-6

    • Aguilera, R., Duran, P., Heugens, P., Sauerwald, S., Turturea, R., & VanEssen, M. (2020). State ownership, political ideology, and firm performance around the world. Journal of World Business, 56(1), [101113]. https://doi.org/10.1016/j.jwb.2020.101113

    • Smolka, K., & Heugens, P. (2020). The emergence of proto-institutions in the new normal business landscape: Dialectic institutional work and the Dutch drone industry. Journal of Management Studies, 57(3), 626-663. https://doi.org/10.1111/joms.12540

    • Heugens, P., Engelen, P. J., Turturea, R., Essen, M., & Bailey, N. (2020). The impact of stakeholders' temporal orientation on short- and long-term IPO outcomes: A meta-analysis. Long Range Planning, 53(2), [101853]. https://doi.org/10.1016/j.lrp.2018.10.003

    • Vishwanathan, P., Oosterhout, H., Heugens, P., Duran Solis, PA. P. A., & Essen, M. (2019). Strategic CSR: a concept building meta-analysis. Journal of Management Studies, 57(2), 314-350. https://doi.org/10.1111/joms.12514

    • Heugens, P., Sauerwald, S., Turturea, R., & Essen, M. (2019). Does State Ownership Hurt of Help Minority Shareholders? International Evidence from Control Block Acquisitions. Global Strategy Journal, Accepted. https://doi.org/10.1002/gsj.1337

    • Kroezen, JJ., & Heugens, P. (2019). What is dead may never die: Institutional regeneration through logic reemergence in Dutch beer brewing. Administrative Science Quarterly, 64(4), 976-1019. https://doi.org/10.1177/0001839218817520

    • Duran, P., Heugens, P., Essen, M., Kostova, T., & Peng, M. (2019). The impact of institutions on the competitive advantage of publicly-listed family firms in emerging markets. Global Strategy Journal, 9(2), 243-274. https://doi.org/10.1002/gsj.1312

    • Bergh, D., Ketchen, D., Orlandi, I., Heugens, P., & Boyd, B. (2019). Information asymmetry in management research: past accomplishments and future opportunities. Journal of Management, 45(1), 122-158. https://doi.org/10.1177/0149206318798026

    • Essen, M., Heugens, P., Duran, P., Saleh, SF., Sauerwald, S., Oosterhout, H., & Xie, E. (2019). How concentrated owners improve the performance of Asian firms: Filling voids or imposing effective governance? The Multinational Business Review, 28(1), 39-63. https://doi.org/10.1108/MBR-07-2019-0078

    • Tihanyi, L., Aguilera, R., Heugens, P., Essen, M., Duran, P., Sauerwald, S., & Turturea, R. (2019). State Ownership and Political Connections. Journal of Management, 45(6), 2293-2321. https://doi.org/10.1177/0149206318822113

    • Lander, M., Oosterhout, H., Heugens, P., & Pruijssers, J. (2018). Career stage dependent effects of law firm governance: A multilevel study of professional-client misconduct. Human Relations, 72(9), 1497-1529. https://doi.org/10.1177/0018726718796157

    • Sauerwald, S., Heugens, P., Turturea, R., & Essen, M. (2018). Are all private benefits of control ineffective? Principal-principal benefits, external governance quality, and firm performance. Journal of Management Studies, 56(4), 725-757. https://doi.org/10.1111/joms.12420

    • Cuypers, IRP., Ertug, G., Heugens, P., Kogut, B., & Zhou, T. (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. https://doi.org/10.1057/s41267-018-0181-5

    • Pruijssers, J., Heugens, P., & Oosterhout, H. (2018). Winning at a losing game? Side-effects of perceived tournament promotion incentives in audit firms. Journal of Business Ethics, 162, 149-167. https://doi.org/10.1007/s10551-018-3991-2

    • Maas, R., Heugens, P., & Reus, T. (2018). Viceroys or emperors? An institution-based perspective on merger and acquisition prevalence and shareholder value. Journal of Management Studies, 56(1), 234-269. https://doi.org/10.1111/joms.12335

    • Simsek, Z., Bansal, P., Shaw, JD., Heugens, P., & Smith, W. (2018). From the editors: Seeing practice impact in new ways. Academy of Management Journal, 61(6), 2021-2025. https://doi.org/10.5465/amj.2018.4006

    • Hendriks, G., Slangen, A., & Heugens, P. (2017). 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. https://doi.org/10.1111/joms.12314

    • Wang, R., Wijen, F., & Heugens, P. (2017). Government's green grip: Multifaceted state influence on corporate environmental actions in China. Strategic Management Journal, 39(2), 403-428. https://doi.org/10.1002/smj.2714

    • Wiaya, HR. H., & Heugens, P. (2017). 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. https://doi.org/10.1177/0170840617736931

    • Lander, M., Heugens, P., & Oosterhout, H. (2017). Towards an integrated framework of professional partnership performance: The role of formal governance and strategic planning. Human Relations, 70(4), 1-27. https://doi.org/10.1177/0018726717700697

    • Lander, M., Heugens, P., & Oosterhout, H. (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. https://doi.org/10.1093/jpo/jow011

    • Lander, M., & Heugens, P. (2017). Better together: Using meta-analysis to explore complementarities between ecological and institutional theories of organization. Organization Studies, 38(11), 1573-1601. https://doi.org/10.1177/0170840616677629

    • Smolka, K., Verheul, I., Burmeister-Lamp, K., & Heugens, P. (2016). Get it together! Synergistic effects of causal and effectual decision-making logics on venture performance. Entrepreneurship Theory and Practice, 42(4), 571-604. https://doi.org/10.1111/etap.12266

    • Mahon, JF., Heugens, P., & McGowan, RA. (2016). Blending issues and stakeholders: In pursuit of the elusive synergy. Journal of Public Affairs, 18(3), e1635. https://doi.org/10.1002/pa.1635

    • Carney, M., Essen, M., Gedajlovic, ER., & Heugens, P. (2015). What do we know about private family firms? A meta-analytic review. Entrepreneurship Theory and Practice, 39(3), 513-544. https://doi.org/10.1111/etap.12054

    • Essen, M., Carney, M., Gedajlovic, ER., & Heugens, P. (2014). 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. https://doi.org/10.1111/corg.12080

    • Essen, M., Oosterhout, H., & Heugens, P. (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. https://doi.org/10.1287/orsc.1120.0742

    • Drees, JM., & Heugens, P. (2013). Synthesizing and extending resource dependence theory: A meta-analysis. Journal of Management, 39(6), 1666-1698. https://doi.org/10.1177/0149206312471391

    • Essen, M., Heugens, P., Oosterhout, H., & Otten, J. (2012). An institution-based view of executive compensation: A multilevel meta-analytic test. Journal of International Business Studies, 43(4), 396-423. https://doi.org/10.1057/jibs.2012.6

    • Carney, M., Gedajlovic, ER., Heugens, P., Essen, M., & Oosterhout, H. (2011). Business group affiliation, performance, context, and strategy: A meta-analysis. Academy of Management Journal, 54(3), 437-460. https://doi.org/10.5465/AMJ.2011.61967812

    • Heugens, P., & Scherer, AG. (2010). When organization theory met business ethics: Toward further symbioses. Business Ethics Quarterly, 20(4), 643-672. http://hdl.handle.net/1765/20800

    • Heugens, P., Essen, M., & Oosterhout, H. (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. https://doi.org/10.1007/s10490-008-9109-0

    • Lamertz, K., & Heugens, P. (2009). Institutional translation through spectatorship: Collective consumption and editing of symbolic organizational texts by firms and their audiences. Organization Studies, 30(11), 1249-1279. https://doi.org/10.1177/0170840609337935

    • Oosterhout, H., & Heugens, P. (2009). Extant social contracts in global business regulation: Outline of a research agenda. Journal of Business Ethics, 88(4), 729-740. https://doi.org/10.1007/s10551-009-0329-0

    • Deephouse, DL., & Heugens, P. (2009). Linking social issues to organizational impact: The role of infomediaries and the infomediary process. Journal of Business Ethics, 86(4), 541-553. https://doi.org/10.1007/s10551-008-9864-3

    • Heugens, P., & Lander, M. (2009). Structure! Agency! (And Other Quarrels): Meta-Analyzing Institutional Theories of Organization. Academy of Management Journal, 52(1), 61-85. https://doi.org/10.5465/AMJ.2009.36461835

    • Heugens, P., & Zyglidopoulos, SC. (2008). From social ties to embedded competencies: The case of business groups. The Journal of Management and Governance, 12(4), 325-341. https://doi.org/10.1007/s10997-008-9064-7

    • Heugens, P., Kaptein, M., & Oosterhout, H. (2008). Contracts to communities: A processual model of organizational virtue. Journal of Management Studies, 45(1), 100-121. https://doi.org/10.1111/j.1467-6486.2007.00738.x

    • Heugens, P., & Dentchev, N. (2007). Taming Trojan Horses: Identifying and Mitigating Corporate Social Responsibility Risks. Journal of Business Ethics, 75(2), 151-170. https://doi.org/10.1007/s10551-006-9242-y

    • Heugens, P., & Otten, J. (2007). Beyond the dichotomous worlds hypothesis: Towards a plurality of corporate governance logics. Corporate Governance: An International Review, 15(6), 1288-1300. https://doi.org/10.1111/j.1467-8683.2007.00647.x

    • Oosterhout, H., Heugens, P., & Kaptein, M. (2007). Contractualism vindicated; A response to Boatright. Academy of Management Review, 32(1), 295-297. https://doi.org/10.5465/AMR.2007.23467343

    • Heugens, P., Kaptein, M., & Oosterhout, H. (2006). The ethics of the node versus the ethics of the dyad? Reconciling virtue ethics and contractualism. Organization Studies, 27(3), 391-411. https://doi.org/10.1177/0170840606062428

    • Heugens, P., Oosterhout, H., & Kaptein, M. (2006). Foundations and applications for contractualist business ethics. Journal of Business Ethics, 68(3), 211-228. https://doi.org/10.1007/s10551-006-9011-y

    • Heugens, P. (2006). Environmental issues management: Towards a multi-level theory of environmental management competence. Business Strategy and the Environment, 15(6), 363-376.

    • Oosterhout, H., Heugens, P., & Kaptein, M. (2006). The internal morality of contracting: Advancing the contractualist endeavor in business ethics. Academy of Management Review, 31(3), 521-539. https://doi.org/10.5465/AMR.2006.21318915

    • Heugens, P. (2005). A neo-Weberian theory of the firm. Organization Studies, 26(4), 547-567. https://doi.org/10.1177/0170840605051471

    • Heugens, P., & Mol, MJ. (2005). So you call that research? Mending methodological biases in strategy and organization departments of top business schools. Strategic Organization, 3(1), 117-128. https://doi.org/10.1177/1476127005050030

    • Lamertz, K., Heugens, P., & Calmet, L. (2005). The configuration of organizational images among firms in the Canadian beer brewing industry. Journal of Management Studies, 42(4), 817-843. https://doi.org/10.1111/j.1467-6486.2005.00520.x

    • Heugens, P., Kaptein, M., & Oosterhout, H. (2004). Ties that grind? Corroborating a typology of social contracting problems. Journal of Business Ethics, 49(3), 235-252. https://doi.org/10.1023/B:BUSI.0000017960.17747.56

    • Heugens, P., Riel, C., & Bosch, F. (2004). Reputation Management Capabilities as Decision Rules. Journal of Management Studies, 41(8), 1349-1377. https://doi.org/10.1111/j.1467-6486.2004.00478.x

    • Mahon, JF., Heugens, P., & Lamertz, K. (2004). Social networks and nonmarket strategy. Journal of Public Affairs, 4(2), 170-189.

    • Heugens, P., & Braat, E. (2004). The public affairs of corporate restructuring. Journal of Public Affairs, 4(1), 6-9.

    • Heugens, P., & Schenk, H. (2004). Rethinking corporate restructuring. Journal of Public Affairs, 4(1), 87-101.

    • Heugens, P. (2003). Capability building through adversarial relationships: A replication and extension of Clarke and Roome (1999). Business Strategy and the Environment, 12(5), 300-312.

    • Heugens, P., Martens, M., & Lamertz, K. (2003). Issue evolution: A symbolic interactionist perspective. Corporate Reputation Review, 6(1), 82-93.

    • Wartick, SL., & Heugens, P. (2003). Future directions for issues management. Corporate Reputation Review, 6(1), 7-18.

    • Heugens, P., Lamertz, K., & Calmet, L. (2003). Strategic groups and corporate citizenship: Evidence from the Canadian brewing industry. Journal of Corporate Citizenship. Journal of Corporate Citizenship, 3(12), 75-92.

    • Heugens, P., Riel, C., & Bosch, F. (2002). Stakeholder Integration: Building Mutually Enforcing Relationships. Business and Society, 41(1), 37-61. https://doi.org/10.1177/000765030204100104

    • Heugens, P., & Oosterhout, H. (2002). The Confines of Stakeholder Management: Evidence from the Dutch Manufacturing Sector. Journal of Business Ethics, 40(4), 387-404. https://doi.org/10.1023/A:1020807101387

    • Heugens, P. (2002). Strategic issues management: Implications for corporate performance. Business and Society, 41(4), 456-468.

    • Heugens, P. (2002). Managing public affairs through storytelling. Journal of Public Affairs, 2(2), 57-70.

    • Heugens, P., & Oosterhout, H. (2001). To boldly go where no man has gone before: integrating cognitive and physical features in scenario studies. Futures, 33(10), 861-872. https://doi.org/10.1016/S0016-3287(01)00023-4

  • Professional (6)
    • Heugens, P. (2017). Why can't China clean up its act? RSM Discovery - Management Knowledge, 30(2), 17-19. http://hdl.handle.net/1765/100182

    • Oosterhout, H., Heugens, P., & Essen, M. (2013). The effect of blockholders in corporate governance. RSM Insight, 13(1), 18-19. http://hdl.handle.net/1765/40134

    • Heugens, P. (2009). Een mooie toekomst voor een chronisch tekortschietend vakgebied. Holland Management Review, 125, 2-8.

    • Heugens, P., Kaptein, M., & den Nieuwenboer, NA. (2007). Liever high-trust toezicht. Het Financiële Dagblad.

    • Heugens, P., Bosch, F., & Riel, C. (2001). Stakeholder integratie: werken aan wederzijds versterkende relaties. M en O, 55(4), 5-26. http://hdl.handle.net/1765/10982

    • Heugens, P. (1998). Naar een nieuwe definitie van crisismanagement: plaatsbepaling. Tijdschrift voor Strategische Bedrijfscommunicatie, 4(2), 16-17.

  • Academic (1)
    • Heugens, P., Oosterhout, H., & Vromen, J. (2004). The Social Institutions of Capitalism: Evolution and Design of Social Contracts. Edward Elgar Publishing.

  • Academic (1)
    • Heugens, P. (2001). Strategic issues management: Implications for corporate performance. ERIM. ERIM Ph.D series research in management, ISSN 1568-1726 ; 7

  • Academic (22)
    • Kroezen, JJ., & Heugens, P. (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 University Press.

    • Heugens, P. (2011). Social institutions of capitalism. In G. Ritzer (Ed.), Blackwell Concise Encyclopedia of Sociology (pp. 48-49). Blackwell.

    • Heugens, P. (2010). Social institutions of capitalism. In G. Ritzer, & J. M. Ryan (Eds.), Concise Blackwell Encyclopedia of Sociology Blackwell.

    • Osadchiy, S. S., Bogenrieder, I., & Heugens, P. (2010). Organizational learning through problem absorption: A processual view. In T. Hernes, & S. Maitlis (Eds.), Perspectives on Process Organization Studies Oxford University Press.

    • Heugens, P., & Oosterhout, H. (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 University Press.

    • Heugens, P. (2007). Organizations and the theory of the firm. In G. Ritzer (Ed.), The Blackwell encyclopedia of Sociology (pp. 3326-3331). Blackwell.

    • Heugens, P. (2007). Social institutions of capitalism. In G. Ritzer (Ed.), The Blackwell encyclopedia of Sociology (pp. 395-398). Blackwell.

    • Heugens, P. (2005). Issues management: Core understandings and scholarly development. In P. Harris, & C. Fleisher (Eds.), The Handbook of Public Affairs (pp. 481-500). Sage.

    • Heugens, P., Oosterhout, H., & Vromen, J. (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). Edward Elgar Publishing.

    • Heugens, P., Kaptein, M., Oosterhout, H., & Wempe, JFDB. J. (2002). Ethical Criteria for Corporations. In S. P. Kaptein, & J. Wempe (Eds.), The Balanced Company: a Theory of Corporate Integrity (pp. 227-262). Oxford University Press.

    • Heugens, P., Bosch, F., & Riel, C. (2000). 'Capability building through noncooperative stakeholder relationships: A Case Study'. In K. A. Getz, & D. Windsor (Eds.), Proceedings of the IABS 11th Annual Conference (pp. 228-232)

    • Heugens, P., Bosch, F., & Riel, C. (2000). "Capability building when issues break". In Proceedings of the 6th LAIOOB Conference LAIOOB.

    • Heugens, P., Bosch, F., & Riel, C. (2000). "Capability building through noncooperative stakeholder relationships: A Case Study". In K. A. Getz, & D. Windsor (Eds.), Proceedings of the IABS 11th Annual Conference IABS.

    • Heugens, P., Bosch, F., & Riel, C. (2000). 'Capability building when issues break'. In . - (Ed.), Proceedings of the 6th LAIOOB Conference (pp. 11-22)

    • Oosterhout, H., Heugens, P., & Kaptein, M. (2000). Normative documents, the contract model, and stakeholder management. In K. A. Getz, & D. Windsor (Eds.), Proceedings Eleventh Annual Conference Essex Junction, March 16-19, 2000 of the International Association for Business and Society (pp. 276-281). International Association for Business /Society.

    • Wassenberg, AFP., & Heugens, P. (2000). Intercorporate Governance: The Institutinal Design of Control between Organization. In . - (Ed.), Paper prepared for SMS-conference (pp. ---). SMS.

    • van Och, AMW., Bosch, F., Heugens, P., & Riel, C. (1999). The Introduction of Genetically Modified Soya as a European Strategic Issue: a multi-country analysis from the perspective of a European Mulitnational Enterprise. In . - - (Ed.), Conference-paper pepared for: 10th Annual Meeting of the International Association for Business and Society, Paris (pp. 234-239). International Association for Business and Society.

    • Heugens, P., Bosch, F., & Riel, C. (1999). Building mutually enforcing relationships: Managing diverging interests through stakeholder integration. In D. J. Wood, & D. Windsor (Eds.), Conference-paper pepared for: 10th Annual Meeting of the International Association for Business and Society, Paris (pp. 429-434). International Association for Business and Society.

    • Heugens, P., Bosch, F., & Riel, C. (1999). Second-Order Issues Management: Managing External Dependencies in the Dutch Fats and Oils Industry. In . - - (Ed.), Conference-paper prepared for: 10th Annual Meeting of the International Association for Business an Society, Paris (pp. 1-10). International Association for Business and Society.

    • Heugens, P., & de Wit, B. (1998). When fortune shrivels: an analysis of bad managerial decision-making under increasing returns. In . redacteur? (Ed.), 14th EGOS colloquium (niet naspeurbaar!) (pp. pag?-pag?). uitgever?.

    • Heugens, P. (1998). The embedded competence: conversations between organizations and network partners. In . redacteur? (Ed.), Proceedings of the 1998 CEMS Graduate Conference (niet naspeurbaar!) (pp. pag?-pag?). uitgever?.

    • Heugens, P. (1998). Reputations and rents: the value of corporate reputations from a resource-based perspective. In . redacteur? (Ed.), 2nd International Conference on Reputations, Identity, and Competitiveness (niet naspeurbaar) (pp. pag?-pag?). uitgever?.

  • Academic (1)
    • Pruijssers, J. L., Heugens, P. P. M. A. R., & van Oosterhout, J. (2020). Correction to: Winning at a Losing Game? Side-Effects of Perceived Tournament Promotion Incentives in Audit Firms (Journal of Business Ethics, (2020), 162, 1, (149-167), 10.1007/s10551-018-3991-2). Journal of Business Ethics, 162(1), 169. https://doi.org/10.1007/s10551-018-4016-x

  • Academic (2)
    • Dolgova, J., Heugens, P., Wolf, M., & Pandza, K. (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.

    • Dolgova, J., Heugens, P., Wolf, M., & Pandza, K. (2016). Hopes and Fears: Institutional logics and sentiment around MOOCs.. OMT Paper Development Workshop, Edinburgh, UK.

  • Academic (2)
    • Liu, W., Heugens, P., & Wijen, F. (2020). State political ideology as a corporate control mechanism: Evidence from China. In Academy of Management Conference proceedings

    • Otten, J., & Heugens, P. (2008). The managerial power theory of executive pay: A cross-national test and extension. In Academy of Management Best Paper Proceedings

  • Internal (1)
    • Heugens, P. (2001). Strategic Issues Management: Implications for Corporate Performance. Erasmus Universiteit Rotterdam (EUR). http://hdl.handle.net/1765/358

  • Popular (1)
    • Heugens, P. (2008). Organization Theory: Bright Prospects for a Permanently Failing Field. Erasmus Research Institute of Management (ERIM). http://hdl.handle.net/1765/13129

  • Academic (1)
    • Liket, K., & Heugens, P. (2013). Approaches to social responsibility.

  • Academic (1)
    • Heugens, P., Bosch, F., & Riel, C. (1998). Managing external dependencies through second-order issues management: how companies in the Dutch fat and oils sector manage discontinuous events.

  • Professional (1)
    • Bosch, F., Heugens, P., & Riel, C. (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. Corporate Communication Centre.

Media

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    Article about the power of a family name as company name. It states that family business with a long history and a family name as business name, have a higher stock market value on average. This is evident from research by…

  • Het uitdragen van de familienaam blijkt goud waard voor (oudere) familiebedrijven

    Article about the power of a family name as company name. It states that family business with a long history and a family name as business name, have a higher stock market value on average. This is evident from research by…

  • Familie kracht en zwakte van familiebedrijven

    Article about the power of a family name as company name. It states that family business with a long history and a family name as business name, have a higher stock market value on average. This is evident from research by…

  • Etaleren familienaam goud waard voor familiebedrijven

    Article about the power of a family name as company name. It states that family business with a long history and a family name as business name, have a higher stock market value on average. This is evident from research by…

  • 'Vitaal familiebedrijf laat zich niet gek maken'

    Article about the power of a family name as company name. It states that family business with a long history and a family name as business name, have a higher stock market value on average. This is evident from research by…

  • Met elke generatie verliest het familiebedrijf meer concurrentiekracht

    Article about the power of a family name as company name. It states that family business with a long history and a family name as business name, have a higher stock market value on average. This is evident from research by…

  • Etaleren familienaam goud waard voor familiebedrijven

    Article about the power of a family name as company name. It states that family business with a long history and a family name as business name, have a higher stock market value on average. This is evident from research by…

  • Familie zowel kracht als zwakte bij voortbestaan familiebedrijven

    Article about the power of a family name as company name. It states that family business with a long history and a family name as business name, have a higher stock market value on average. This is evident from research by…

  • Etaleren familienaam goud waard voor familiebedrijven

    Article about the power of a family name as company name. It states that family business with a long history and a family name as business name, have a higher stock market value on average.Professor Pursey Heugens explains how…

  • Nieuwe leerstoel voor wetenschappelijk onderzoek naar familiebedrijven

    To contribute to the knowledge and development for family businesses in the Netherlands, a partnership was concluded in 2016 between BDO and Rabobank with the Erasmus Center for Family Business (ECFB). From 2020, this…

  • Amazon, Google, kan een bedrijf te groot zijn om te managen?

    Pursey Heugens of RSM has been mentioned in an article that discusses the fact that increasingly larger companies are emerging and some have more than one million employees. Can giants such as Amazon or Alphabet (Google) also be…

  • How Business Research Contributes to the Issues Behind World Science Day for Peace and Development

  • Een familiebedrijf, wel of geen goede werkgever?

    An article about research done by RSM into family businesses.

  • Familiebedrijven schenken minder aandacht aan duurzaamheid in keten door minder druk stakeholders

    A new report from 'Winnen werkgeverschap', to which Pursey Heugens of RSM made a contribution to. Family businesses invest on average less in their employees than comparable non-family businesses. For example, 85% of family…

  • Creating a strong Business School research culture

    Pursey Heugens of RSM has written an article regarding creating a strong business school research culture. A strong research culture fosters innovation, rewards creativity and promotes a School’simage, but requires time,…

  • De strategiemakers aan het woord: ‘Iedereen kon z’n ei kwijt’

    Pursey Heugens of RSM was the chairman of the lab 'Excellent scientific research anchored in society'. In the article, he discusses his experience as a chairman of one of the seven Strategy Design Labs, each focusing on a…

  • FAMILIEBEDRIJVENEXPERT PROF. HEUGENS: “EERSTE GENERATIE PLANT ZAADJE VOOR LATERE AFBREUK”

    An article about Pursey Heugens of RSM in Fambizz. In the article, Heugen discusses topics like the influence of different generations on successful continuation of a family business, the conservative image of family businesses…

  • Waar kan ik heen? Europese landen met het beste vestigingsklimaat voor familiebedrijven

    A study conducted by Pursey Heugens, Professor of Organization Theory, Development, and Change, Scientific Director ERIM, Dean of Research RSM and head of Erasmus Centre for Family Business (ECFB), regarding family businesses has…

  • Niet-familielid helpt familiebedrijf in het buitenland vooruit

    Pursey Heugens, Professor of Organization Theory, Development, and Change, Scientific Director ERIM, Dean of Research RSM and head of Erasmus Centre for Family Business (ECFB), has commented on the new study by ECFB. This study…

  • Externe invloed helpt familiebedrijf over de grens

    Pursey Heugens, Professor of Organization Theory, Development, and Change, Scientific Director ERIM, Dean of Research RSM and head of Erasmus Centre for Family Business (ECFB), has commented on the new study by ECFB. This study…

  • "Externe invloed beter voor buitenlandse prestaties van familiebedrijf"

    Pursey Heugens, Professor of Organization Theory, Development, and Change, Scientific Director ERIM, Dean of Research RSM and head of Erasmus Centre for Family Business (ECFB), has commented on the new study by ECFB. This study…

  • Externe invloed helpt familiebedrijf over de grens

    Pursey Heugens, Professor of Organization Theory, Development, and Change, Scientific Director ERIM, Dean of Research RSM and head of Erasmus Centre for Family Business (ECFB), has commented on the new study by ECFB. This study…

  • 'Nederland trekt straks minder familiebedrijven'

    Pursey Heugens, Professor of Organization Theory, Development, and Change, Scientific Director ERIM, Dean of Research RSM and head of Erasmus Centre for Family Business (ECFB), has commented in an article in Trouw that The…

  • Familiebedrijven hebben een zetje nodig

    Pursey Heugens, Professor of Organization Theory, Development, and Change, Scientific Director ERIM, Dean of Research RSM and head of Erasmus Centre for Family Business (ECFB), has commented on the new study by ECFB. This study…

  • BDO/Rabo: 'Buitenland lonend voor familiebedrijf'

    Pursey Heugens, Professor of Organization Theory, Development, and Change, Scientific Director ERIM, Dean of Research RSM and head of Erasmus Centre for Family Business (ECFB), has commented on the new study by ECFB. This study…

  • Buitenland lonend voor mkb

    Pursey Heugens, Professor of Organization Theory, Development, and Change, Scientific Director ERIM, Dean of Research RSM and head of Erasmus Centre for Family Business (ECFB), has commented on the new study by ECFB. This study…

  • 'Buitenland lonend voor familiebedrijf'

    Pursey Heugens, Professor of Organization Theory, Development, and Change, Scientific Director ERIM, Dean of Research RSM and head of Erasmus Centre for Family Business (ECFB), has commented on the new study by ECFB. This study…

  • "Uitstap buitenland lonend voor familiebedrijf"

    Pursey Heugens, Professor of Organization Theory, Development, and Change, Scientific Director ERIM, Dean of Research RSM and head of Erasmus Centre for Family Business (ECFB), has commented on the new study by ECFB. This study…

  • 'Niet-familielid helpt familiebedrijf in het buitenland vooruit'

    Pursey Heugens, Professor of Organization Theory, Development, and Change, Scientific Director ERIM, Dean of Research RSM and head of Erasmus Centre for Family Business (ECFB), has commented on the new study by ECFB. This study…

  • Onderzoek ECFB, BDO en Rabobank: externe invloed helpt familiebedrijf over de grens

    Pursey Heugens, Professor of Organization Theory, Development, and Change, Scientific Director ERIM, Dean of Research RSM and head of Erasmus Centre for Family Business (ECFB), has commented on the new study by ECFB. This study…

  • Familiebedrijven met externe bestuurder internationaal actiever

    Pursey Heugens, Professor of Organization Theory, Development, and Change, Scientific Director ERIM, Dean of Research RSM and head of Erasmus Centre for Family Business (ECFB), has commented on the new study by ECFB. This study…

  • 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…

  • ‘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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • ‘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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • ‘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…

  • 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…

  • '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…

  • ‘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…

  • 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…

  • ‘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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • '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…

  • 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…

  • 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…

  • 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,…

  • 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,…

  • 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,…

  • 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.

  • 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.

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • '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…

  • 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…

  • ‘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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

  • 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…

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.

Courses

Qualitative Methods

  • Study year: 2021/2022, 2020/2021, 2019/2020, 2018/2019, 2017/2018, 2016/2017, 2015/2016
  • Code: BERMMC003
  • ECTS: 5 Level: Master, PhD

Past courses

Strategic management

  • Study year: 2020/2021, 2019/2020, 2018/2019, 2017/2018
  • Code: BKB1025
  • Level: Bachelor 2, Pre-master

Strategisch management

  • Study year: 2020/2021
  • Code: BK2114
  • Level: Bachelor 2

Strategy, Organization & Governance

  • Study year: 2019/2020
  • Code: BERMASC046
  • Level: Master

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
  • 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

Philosophy of Science

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

Organisational Theory & Dynamics

  • Study year: 2015/2016, 2014/2015, 2013/2014, 2012/2013
  • Code: BAB21
  • ECTS: 6 Level: Bachelor 2, Bachelor 2, Pre-master

Organisational theory and dynamics

  • Study year: 2015/2016, 2014/2015, 2013/2014, 2012/2013
  • 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, 2012/2013
  • Code: BERMSKL010
  • ECTS: 1 Level: Master

Advanced Qualitative Methods

  • Study year: 2014/2015, 2012/2013
  • Code: BERMAMC001
  • ECTS: 5 Level: Master

Governance and strategic challenges of family enterprises

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

Foundations of International Business

  • Study year: 2012/2013
  • Code: BERMASC034
  • ECTS: 5 Level: Master

Steps in the Meta-Analysis Research Process

  • Study year: 2012/2013
  • Code: BERMSS005
  • ECTS: 3