Prof. Tom Mom

Tom Mom

Professor of Strategic Growth and Implementation, Academic Director Executive MBA, Director Executive Programme in Strategic Management
Rotterdam School of Management (RSM)
Erasmus University Rotterdam

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Profile

Tom J.M. Mom is a professor of Strategic Growth and Implementation in the department of Strategic Management & Entrepreneurship of RSM Erasmus University Rotterdam. He is also the academic director of RSM's Executive-MBA, and a Senior Fellow of the Erasmus Centre for Entrepreneurship. His research interests include new business development & growth, scaling-up, ambidexterity, strategic renewal, and strategy execution. His research output appeared in journals like the Academy of Management Journal, Journal of Management, Journal of Management Studies, Organization Science, Organization Studies, MIT Sloan Management Review, California Management Review, Human Resource Management, and Long Range Planning. He has presented his research at major international conferences and acts as a reviewer for various journals. He co-authored the 2021 bestseller management book ‘Naar een gezond groeibedrijf in vijf stappen’.  

Tom provides training and teaches courses on Strategy Renewal, Strategy Implementation, Scaling-Up, and Strategic Entrepreneurship to executives and entrepreneurs, and to PhD and master students.

Besides academic research and teaching, Tom is active in research and advisory projects for companies and governments in areas like strategic renewal & growth, scaling-up, entrepreneurship, innovation, and strategy execution.

Tom obtained a PhD in Strategic Management and a Master’s degree in Strategic Management (Cum Laude) from Rotterdam School of Management (RSM), Erasmus University Rotterdam, and a Master’s Degree in International Management from the Community of European Management Schools (CEMS) preceded by an exchange to the Universität St.Gallen, Switzerland. He was a visiting scholar at the University of Geneva at the chair for Strategic Management.

Publications

  • Academic (14)
    • Tarba, S., Jansen, J., Mom, T., Raisch, S., & Lawton, T. (2020). A Microfoundational Perspective of Organizational Ambidexterity: Critical Review and Research Directions. Long Range Planning, 53(6), [10248]. https://doi.org/10.1016/j.lrp.2020.102048

    • Blagoeva, R., Mom, T., Jansen, J., & George, G. (2019). Problem-solving or Self-Enhancement? A Power Perspective on how CEOs affect R&D search in the face of inconsistent feedback. Academy of Management Journal, 63(2). https://doi.org/10.5465/amj.2017.0999

    • Mom, T., Chang, YY., Cholakova, M., & Jansen, J. (2018). A Multilevel Integrated Framework of Firm HR Practices, Individual Ambidexterity and Organizational Ambidexterity. Journal of Management, 45(7), 3009-3034. https://doi.org/10.1177/0149206318776775

    • Tuncdogan, A., Boon, ARE. A. R. E., Mom, T., Bosch, F., & Volberda, H. (2016). Management Teams' Regulatory Foci and Organizational Unit's Exploratory Innovation: The Mediating Role of Coordination Mechanisms. Long Range Planning, 50(5), 621-635. https://doi.org/10.1016/j.lrp.2016.11.002

    • Mom, T., Neerijnen, P., Reinmoller, P., & Verwaal, E. (2015). Relational capital and individual exploration: Unraveling the influence of goal alignment and knowledge acquisition. Organization Studies, 36(6), 809-829. https://doi.org/10.1177/0170840615580009

    • Mom, T., Fourne, S., & Jansen, J. (2015). Managers' Work Experience, Ambidexterity, and Performance: The Contingency Role of the Work Context. Human Resource Management, 54(S1), s133-s153. https://doi.org/10.1002/hrm.21663

    • Baaij, M., Mom, T., Bosch, F., & Volberda, H. (2015). Why do multinational corporations relocate core parts of their corporate headquarters abroad? Long Range Planning, 48(1), 46-58. https://doi.org/10.1016/j.lrp.2012.07.001

    • Fourne, S., Jansen, J., & Mom, T. (2014). Strategic Agility in MNEs: Managing Tensions to Capture Opportunities Across Emerging and Established Markets. California Management Review, 56(3), 13-38. https://doi.org/10.1525/cmr.2014.56.3.13

    • Volberda, H., Oshri, I. I., & Mom, T. (2012). Technology transfer: the practice and the profession. Technology Analysis & Strategic Management, 24(9), 863-869. https://doi.org/10.1080/09537325.2012.718662

    • Mom, T., Oshri, I. I., & Volberda, H. (2012). The skills base of technology transfer professionals. Technology Analysis & Strategic Management, 24(9), 871-891. https://doi.org/10.1080/09537325.2012.718663

    • Baaij, M., Mom, T., Bosch, F., & Volberda, H. (2012). Should Top Management Relocate Across National Borders? MIT Sloan Management Review, 53(2), 17-19. http://hdl.handle.net/1765/30945

    • Mom, T., Bosch, F., & Volberda, H. (2009). Understanding variation in manager's ambidexterity: Investigating direct and interaction effects of formal structural and personal coordination mechanisms. Organization Science, 20(4), 812-828. https://doi.org/10.1287/orsc.1090.0427

    • Mom, T., Bosch, F., & Volberda, H. (2007). Investigating Managers' Exploration and Exploitation Activities: The Influence of Top-Down, Bottom-Up, and Horizontal Knowledge Inflows. Journal of Management Studies, 44(6), 910-931. https://doi.org/10.1111/j.1467-6486.2007.00697.x

    • Mom, T., Bosch, F., & Volberda, H. (2002). Exploitatie en exploratie van kennis: het managen van de determinanten van horizontale kennisuitwisseling. M en O, 56(5), 23-43. http://hdl.handle.net/1765/6489

  • Professional (2)
  • Academic (1)
    • Baaij, M., Bosch, F., Volberda, H., & Mom, T. (2009). Wederzijds profijt: De strategische waarde van de Top 100 concernhoofdkantoren voor Nederland en van Nederland voor deze Top 100. Inscope.

  • Professional (1)
    • Mom, T., & Jansen, J. (2011). Inleiding: Investeren en ondernemen tijdens crises? In Corporate Effectuation: Wat managers kunnen leren van ondernemers

  • Academic (25)
    • Fourne, S., Mom, T., & Jansen, J. (2014). The Interaction of Top and Middle Managers in Strategy Implementation. Western Business & Management Association Conference, San Francisco, CA.

    • Fourne, S., Jansen, J., Krautwald, ST., & Mom, T. (2013). The Interaction of Top and Middle Managers in Strategy Implementation: Effectively Linking Hierarchical Levels. Swiss Strategy Innovation and Entrepreneurship Researchers’ Meeting, Stechelberg, CH.

    • Fourne, S., Jansen, J., & Mom, T. (2013). Reconciling Middle Managers’ Role Conflicts: Individual Level Absorptive Capacity and the Contingency Effects of Social Capital. Western Business & Management Association Conference, San Francisco, CA.

    • Mom, T., Fourne, S., & Jansen, J. (2013). Managers' Ambidexterity and Performance: Effects of Experience Antecedents and Work Context Moderators. Academy of Management Conference (BPS Division), Orlando, FL.

    • Fourne, S., Jansen, J., & Mom, T. (2013). The Interaction of Top and Middle Managers in Strategy Implementation: Examining Hierarchical Linking Mechanisms. Strategic Management Society Conference, Atlanta, GA.

    • Tuncdogan, IA., Boon, ARE. A. R. E., Mom, T., Bosch, F., & Volberda, H. (2012). Influence of Managing Team Regulatory Focus on Business Unit Exploratory Innovation through Organizational Design Elements. SMS Conference, Prague, Czech Republic.

    • Tuncdogan, IA., Mom, T., Bosch, F., & Volberda, H. (2012). The relationship between managing team regulatory focus and business unit exploratory innovation, and the mediating role of organizational design elements. SMS Conference, Prague, Czech Republic.

    • Neerijnen, P., Mom, T., Verwaal, E., & Reinmoller, P. (2012). Disentangling the dynamics between relational embeddedness and individual exploration activities.. Academy of Management Conference, Boston, USA.

    • Fourne, S., Jansen, J., & Mom, T. (2012). Reconciling and mastering middle managers’ role conflicts: Individual level absorptive capacity and the moderating effects of social capital. Organization Science Winter Conference, Steamboat Springs, CO.

    • Fourne, S., Jansen, J., Mom, T., & Magala, S. (2012). Rethinking strategic renewal and role conflict: Middle managers’ absorptive capacity, ambidexterity, and contextual cross-level moderation effects. EURAM Conference, Rotterdam, NL.

    • Fourne, S., Jansen, J., Mom, T., & Magala, S. (2012). Strategic Renewal and Middle Managers’ Reconciliation of Role Conflicts: Individual Level Absorptive Capacity and the Moderating Effects of Social Capital.. EGOS Colloquium, Helsinki, FI.

    • Fourne, S., Jansen, J., & Mom, T. (2012). Reconciling and mastering middle managers’ role conflicts. Academy of Management Conference (BPS Division), Boston, MA.

    • Fourne, S., & Mom, T. (2012). Social networks and strategic renewal: A middle management perspective.. Academy of Management Conference (SAP Division), Boston, MA.

    • Mom, T. (2011). PDW: Bridging Individual and Corporate Entrepreneurial Opportunities. AoM, Academy of Management Annual Meeting, San Antonio, Texas, USA.

    • Mom, T., Bosch, F., & Volberda, H. (2009). How to influence managers’ ambidexterity: The effect of the formal organization structure and informal relationships and the moderating role of hierarchical levels. CBS Management Innovation Conference, Copenhagen.

    • Mom, T., Bosch, F., & Volberda, H. (2009). How to influence managers’ ambidexterity: The effect of the formal organization structure and informal relationships and the moderating role of hierarchical levels. the Capability Conference, RSM, Erasmus University.

    • Mom, T., & Oshri, I. I. (2008). CERT-TTT-M: Demand and supply in the TT market place. The Technology Transfer Conference, RSM, Erasmus University.

    • Mom, T. (2007). In search of new organizational forms: Balancing high levels of exploration and exploitation. AoM OMT Symposium “Does the Dynamics of Fast Change Call for New Organizational Forms, Philadelphia, USA.

    • Mom, T., Bosch, F., & Volberda, H. (2005). Investigating Managerial Ambidexterity. The Copenhagen Conference on Strategic Management, Copenhagen, Denmark, December 14-15.

    • Mom, T., Bosch, F., & Volberda, H. (2005). Investigating Managerial Ambidexterity: The Influence of Top-Down, Bottom-Up, and Horizontal Knowledge Inflows. ERIM workshop on Ambidextrous Strategies and Innovation, Rotterdam, The Netherlands, November 7.

    • Mom, T., Bosch, F., & Volberda, H. (2004). Intra-Organizational Knowledge Exchange as Antecedent of Exploration and Exploitation Processes. Academy of Management Conference, New Orleans, USA, August 6-11.

    • Mom, T. (2003). Managing Concurrently the Strategic Processes of Competence Building and Competence Leveraging: The Influence of Horizontal Knowledge Integration Determinants. Academy of Management Conference, Seattle, USA, August 1-6.

    • Mom, T., Bosch, F., & Volberda, H. (2003). Vertical and Horizontal Knowledge Exchange as Determinants of a Firm's Strategic Exploration and Exploitation Processes: The Influence of Organizational Factors and the Introduction of an Intranet. SMS Mini Conference on Innovating Strategy Processes, Connecticut, USA, May 25-28.

    • Mom, T., Bosch, F., & Volberda, H. (2002). On the internal determinants of long lived firms' exploration and exploitation adaptions. The proceedings of the EGOS, 18th Colloquium, Barcelona, Spain, July 4-6.

    • Mom, T., Bosch, F., & Volberda, H. (2002). Management processes and knowledge integration as the Strategic internal determinants of a firm's exploration and exploitation adaption. Strategic Management Society 22nd Annual International Conference, Paris, France, September 22-25.

  • Academic (4)
    • Fourne, S., Jansen, J., Mom, T., & Magala, S. (2011). Strategic Renewal and Role Conflict: Linking Absorptive Capacity and Middle Managers' Ambidexterity. In Academy of Management Conference (BPS Division), San Antonio, TX

    • Fourne, S., Jansen, J., Mom, T., & Magala, S. (2011). Tensions between Continuity and Change – Reconciling Middle Managers’ Role Conflicts Through Individual Level Absorptive Capacity and the Contingency Effects of Social Capital. In EURAM Mini-Conference, Rotterdam, NL

    • Fourne, S., Jansen, J., Mom, T., & Magala, S. (2011). Strategic Renewal and Middle Managers’ Reconciliation of Role Conflicts: Individual Level Absorptive Capacity and the Moderating Effects of Social Capital. In PREBEM Conference, Rotterdam, NL

    • Mom, T., Bosch, F., & Volberda, H. (2005). Managing the Tension between Competence Building and and Competence Leveraging by Influencing Managerial and Organizational Determinants of Horizontal Knowledge Exchange. In Research in Competence Based Management (Vol. 2, pp. 165-192)

  • Internal (1)
    • Mom, T. (2006). Managers' Exploration and Exploitation Activities: the Role of Organizational Factors and Managers' Knowledge Acquisition. EUR. http://hdl.handle.net/1765/7981

  • Popular (1)
    • Mom, T. (2019). Strategic Growth and Implementation: Thriving in a Disruptive Landscape. Erasmus Research Institute of Management (ERIM). Inaugural Addresses Research in Management Series http://hdl.handle.net/1765/115314

  • Academic (8)
    • Mom, T. (2011). The managers' ambidexterity performance relationship. Paper presented at AoM Academy of Management Annual Meeting, San Antonio, Texas, USA.

    • Mom, T. (2008). New organization forms and ambidexterity. Paper presented at INSCOPE Research Workshop, Maastricht University.

    • Mom, T., Bosch, F., & Volberda, H. (2007). Managers’ Exploration and Exploitation Activities: The influence of coordination mechanisms. Paper presented at Academy of Management Conference, Philadelphia, USA.

    • Mom, T., Bosch, F., & Volberda, H. (2006). Ivestigating Managers' Exploration and Exploitation Activities: The Influence of Top-down, Bottom-up, and Horizontal Knowledge Inflows.

    • Mom, T., Bosch, F., & Volberda, H. (2005). The Influence of Managerial and Organizational Determinants of Horizontal Knowledge Exchange on Competence Building and Competence Leveraging.

    • Mom, T., Bosch, F., & Volberda, H. (2003). Managing Concurrently the Processes of Knowledge Exploration and Exploitation: The Influence of Horizontal Knowledge Exchange Determinants. Paper presented at DRUID Summer Conference, Copenhagen, Denmark.

    • Mom, T., Bosch, F., & Volberda, H. (2003). 'Managing and Organizing Concurrent Knowledge Exploration and Exploitation: On the organizational antecedents and outcomes of inter-unit knowledge exchange and the role of IT. Paper presented at Organizational Knowledge, Learning and Capabilities Conference, Barcelona, Spain.

    • Mom, T., Bosch, F., & Volberda, H. (2002). On the Internal Determinants of a Multi-Unit Firm's Ability to Manage the Balance of Competence Building and Competence Leveraging. Paper presented at Competence Conference, Lausanne, Switzerland.

  • Academic (1)
    • Mom, T., & Oshri, I. I. (2008). Key elements of education programme for "Certified Trans-National TT Professionals. European Commission; FP6 Programme RTD OMC-NET.

Media

Media items

  • Hoe je een team goed laat samenwerken: 5 valkuilen en oplossingen

    In whatever way teams work together: successful teams - according to studies - are diverse teams. Homogeneity causes blind spots. Ultimately, everyone should be on the same page, but they shouldn't all be the same. Professor Tom…

  • Zo zet je interne mobiliteit in gang

    Cherish employees with a long-term employment contract, but have them change jobs regularly. That is the advice of Tom Mom, professor of strategic growth and realization at RSM. He states that “Employees who work and rotate in the…

  • Hoe Nederlandse achtbaanbouwer grootste ter wereld werd

    Tom Mom of RSM gives his opinion regarding the growth of Vekoma Rides, a Dutch company that has become one of the largest rollercoaster builders in the world.

  • STIJGING AANTAL MILJOENENBRANDEN: VOORAL ONDERNEMERS DE DUPE

    An interview with Tom Mom , Professor of Strategic Growth and Implementation at RSM. The article and audio record discusses how Dutch companies are more often confronted with a million dollar loss as a result of a fire. Tom states…

  • Baan voor het leven is geen probleem: ‘Maak tijd om te klooien’

    Tom Mom, Professor of Strategic Growth and Implementation, Academic Director Executive MBA, Director Executive Programme in Strategic Management at RSM, shares his opinion in which he believes that it should not be a problem that…

  • Baan voor het leven is geen probleem: 'Maak tijd om te klooien'

    Tom Mom, Professor of Strategic Growth and Implementation, Academic Director Executive MBA, Director Executive Programme in Strategic Management at RSM has given his opinion in an article regarding the fact that often people will…

  • Our Year in 15 Photos

    RSM Professors Tom Mom and Vareska van de Vrande are referenced in this yearly recap of the Erasmus Centre for Entrepreneurship's activities. They have joined the academic team of the centre over the last year.

  • Rotterdam's New Professor in Entrepreneurship: Tom J. M. Mom

    Tom Mom has recently been installed as professor of Strategic Growth and Implementation in the department of Strategic Management & Entrepreneurship at RSM. This makes Prof. dr. Tom Mom the fourth professor in the field of…

  • Why friendly workplaces are the least innovative

    RSM research co-authored by Tom Mom, has discovered friendships at work can be counterproductive as they obstruct innovation. This is counter arguing the strong business culture everybody praises due to the preferred consensus…

  • Want to foster innovation among staff? Stop them from getting along too well

    RSM research co-authored by Tom Mom, has discovered friendships at work can be counterproductive as they obstruct innovation. This is counter arguing the strong business culture everybody praises. Tom Mom is quoted as one of the…

  • Friendly workplaces promote herd mentality – study

    RSM research co-authored by Tom Mom, has discovered friendships at work can be counterproductive as they obstruct innovation. This is counter arguing the strong business culture everybody praises. Tom Mom is quoted as one of the…

  • FRIENDLY WORKPLACES ARE LESS INNOVATIVE

    RSM research co-authored by Tom Mom, has discovered friendships at work can be counterproductive as they obstruct innovation. This is counter arguing the strong business culture everybody praises. Tom Mom is quoted as one of the…

  • FRIENDLY WORKPLACES ARE LESS INNOVATIVE

    RSM research co-authored by Tom Mom, has discovered friendships at work can be counterproductive as they obstruct innovation. This is counter arguing the strong business culture everybody praises. Tom Mom is quoted as one of the…

  • Tips om teams innovatiever te laten werken: wees niet al te vriendelijk

    RSM research co-authored by Tom Mom, has discovered friendships at work can be counterproductive as they obstruct innovation. This is counter arguing the strong business culture everybody praises. Tom Mom is quoted as one of the…

  • Why organisations need to tackle group-think and encourage creative people

    RSM research co-authored by Tom Mom, has discovered friendships at work can be counterproductive as they obstruct innovation. This is counter arguing the strong business culture everybody praises. Tom Mom is quoted as one of the…

Discovery items

The 40th edition of RSM Discovery is now live!

Read the low-down on scale-ups in the 40th issue of RSM Discovery magazine

ERIM AWARDS – RSM’s best research of 2020

Each year ERIM recognises the best research articles, dissertations and young researchers in the ERIM Awards.

How workplace friendships can help and hinder a company

Friendships among colleagues can lead but also hinder innovation. How do you create a balance?

You don’t have to choose – be ambidextrous

Companies that can excel in efficiency and innovation are most successful – even in times of crisis. Such companies are called ambidextrous.

Courses

Research Clinic Strategic Entrepreneurship & Strategic Management

  • Study year: 2021/2022
  • Code: BMRCSE-SM
  • Level: Master

Past courses

Strategic Entrepreneurship

  • Study year: 2014/2015
  • Code: BERMASC027
  • ECTS: 5 Level: Master

Award

  • ERIM Societal Impact Award (2020)