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Henk Volberda

University of Amsterdam, Amsterdam Business School, Faculty Member

Rotterdam school of Management, Erasmus University, Strategic Management and Entrepreneurship, Faculty Member

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Henk W. Volberda is Professor of Strategic Management & Innovation at Amsterdam Business School of the University of Amsterdam. Moreover, he is Director of the Amsterdam Centre for Business Innovation. He has held visiting scholarships at the Wharton School of the University of Pennsylvania, Duke University’s Fuqua School of Business and at Cass Business School in London. Volberda holds various advisory positions such as member of the supervisory board of NXP Semiconductors Netherlands, expert member of the World Economic Forum and fellow of the European Academy of Management. His research on technological disruption, coevolution, new business models, strategic flexibility, and management innovation has led to an extensive number of publications in international peer-reviewed journals including the Academy of Management Journal, Journal of Management, Journal of Management Studies, Journal of International Business Studies, Management Science, Organization Science, and Strategic Management Journal. He is a member of the editorial boards of Long Range Planning, Journal of Strategy and Management, Management and Organization Review and Organization Studies.

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Papers by Henk Volberda

Absorbing the Concept of Absorptive Capacity: How to Realize Its Potential in the Organization Field

Social Science Research Network, 2009

Complex Incremental Product Innovation in Established Service Firms: A Micro Institutional Perspective

Organizing Knowledge in Social, Alliance, and Organizational Networks

John Wiley & Sons, Inc. eBooks, Sep 12, 2015

A brief look at the strategic renewal literature

Reizen naar strategische vernieuwing: onderzoeken van strategische vernieuwingstrajecten bij grote Europese financiële dienstverlenende bedrijven

Journeys of strategic renewal : investigating strategic renewal trajectories of large European Financial services firms

Strategic renewal of large European corporations in the financial services sector

The Influence of Top Management Team’s Corporate Governance Orientation on Strategic Renewal Trajectories

Offshoring motieven en resultaten van Nederlandse bedrijven

ERIM Article Series (EAS), Oct 31, 2008

Management innovation in action: the case of self- managing teams

The Interaction between Personality, Social Network Position and Involvement in Innovation Process

How to leverage the impact of R&D on product innovation? The moderating effect of management innovation

R & D Management, Dec 17, 2019

Technologische doorbraken en exploitatie- versus exploratieallianties

MAB, Nov 1, 2004

Strategische vernieuwing van Europese gevestigde financiële ondernemingen: Coevolutie van omgevingsselectie, institutionele krachten en management intentionaliteit

The Impact of Offshoring Strategies on Firm Performance: How do Innovation Absorptive Capacity and Firm Size Matter?

De adviserende rol van commissarissen in het licht van de code Tabaksblat: Minder overlappende commissariaten meer interne verantwoordelijkheden

ERIM Article Series (EAS), 2008

Offshoring strategieën van Nederlandse bedrijven

Economisch-Statistische Berichten (ESB), 2008

In the Shadow of Social Stereotypes: Gender diversity on corporate boards, board chair’s gender and strategic change

Organization Studies, Aug 13, 2020

Enhancing Entrepreneurial Orientation in Dynamic Environments: The Interplay between Top Management Team Advice-Seeking and Absorptive Capacity

Long Range Planning, Apr 1, 2017

The Role of Management Innovation in Enabling Technological Process Innovation: An Inter-Organizational Perspective

European Management Review, Mar 1, 2013

For sustained competitive advantage of established process manufacturing firms, technological pro... more For sustained competitive advantage of established process manufacturing firms, technological process innovation to improve resource productivity and environmental performance has become of pivotal importance. These firms, however, often face intra‐organizational tensions to reconcile pressures for exploration and exploitation across subsequent phases of technological process innovation. Firms may, therefore, need to perform the development phase – being the most sensitive to these tensions – in the inter‐organizational context of an external dedicated development facility. This requires new‐to‐the‐firm management activities, i.e., management innovation. However, the role of management innovation in enabling technological process innovation in an inter‐organizational context remains largely unexplored. To address this gap, in developing propositions we use illustrative examples from the research context of an external development facility for sustainable process technology. The paper has two contributions. First, by adopting a process perspective we are able to clarify how both types of innovation are combined over time in an intertwined way. Second, we extend management innovation theory by conceptualizing management innovation in an inter‐organizational context. We conclude with implications for theory, practice and future research.

Absorbing the Concept of Absorptive Capacity: How to Realize Its Potential in the Organization Field

Social Science Research Network, 2009

Complex Incremental Product Innovation in Established Service Firms: A Micro Institutional Perspective

Organizing Knowledge in Social, Alliance, and Organizational Networks

John Wiley & Sons, Inc. eBooks, Sep 12, 2015

A brief look at the strategic renewal literature

Reizen naar strategische vernieuwing: onderzoeken van strategische vernieuwingstrajecten bij grote Europese financiële dienstverlenende bedrijven

Journeys of strategic renewal : investigating strategic renewal trajectories of large European Financial services firms

Strategic renewal of large European corporations in the financial services sector

The Influence of Top Management Team’s Corporate Governance Orientation on Strategic Renewal Trajectories

Offshoring motieven en resultaten van Nederlandse bedrijven

ERIM Article Series (EAS), Oct 31, 2008

Management innovation in action: the case of self- managing teams

The Interaction between Personality, Social Network Position and Involvement in Innovation Process

How to leverage the impact of R&D on product innovation? The moderating effect of management innovation

R & D Management, Dec 17, 2019

Technologische doorbraken en exploitatie- versus exploratieallianties

MAB, Nov 1, 2004

Strategische vernieuwing van Europese gevestigde financiële ondernemingen: Coevolutie van omgevingsselectie, institutionele krachten en management intentionaliteit

The Impact of Offshoring Strategies on Firm Performance: How do Innovation Absorptive Capacity and Firm Size Matter?

De adviserende rol van commissarissen in het licht van de code Tabaksblat: Minder overlappende commissariaten meer interne verantwoordelijkheden

ERIM Article Series (EAS), 2008

Offshoring strategieën van Nederlandse bedrijven

Economisch-Statistische Berichten (ESB), 2008

In the Shadow of Social Stereotypes: Gender diversity on corporate boards, board chair’s gender and strategic change

Organization Studies, Aug 13, 2020

Enhancing Entrepreneurial Orientation in Dynamic Environments: The Interplay between Top Management Team Advice-Seeking and Absorptive Capacity

Long Range Planning, Apr 1, 2017

The Role of Management Innovation in Enabling Technological Process Innovation: An Inter-Organizational Perspective

European Management Review, Mar 1, 2013

For sustained competitive advantage of established process manufacturing firms, technological pro... more For sustained competitive advantage of established process manufacturing firms, technological process innovation to improve resource productivity and environmental performance has become of pivotal importance. These firms, however, often face intra‐organizational tensions to reconcile pressures for exploration and exploitation across subsequent phases of technological process innovation. Firms may, therefore, need to perform the development phase – being the most sensitive to these tensions – in the inter‐organizational context of an external dedicated development facility. This requires new‐to‐the‐firm management activities, i.e., management innovation. However, the role of management innovation in enabling technological process innovation in an inter‐organizational context remains largely unexplored. To address this gap, in developing propositions we use illustrative examples from the research context of an external development facility for sustainable process technology. The paper has two contributions. First, by adopting a process perspective we are able to clarify how both types of innovation are combined over time in an intertwined way. Second, we extend management innovation theory by conceptualizing management innovation in an inter‐organizational context. We conclude with implications for theory, practice and future research.