http://repub.eur.nl/res/aut/8552/ List of Publications en http://repub.eur.nl/static-eur/img/logo.png http://repub.eur.nl http://repub.eur.nl/res/pub/40128/ 2012-05-01T00:00:00Z As markets and industries become more global, it makes increasing sense for multinationals to shift some or all headquarters functions and resources abroad. However, this is a strategic decision that needs to be weighed carefully. http://repub.eur.nl/res/pub/26135/ 2011-06-01T00:00:00Z This study combines quantitative and qualitative research methods to contribute to the understanding of the dynamics of superior performance among the largest firms in the global oil industry during the 1954-2008 period by identifying new stylized facts. The combination of parametric and non-parametric analysis displays cyclical patterns of the different aspects of performance dynamics. Appreciative theorizing through qualitative historical analysis uncovers causal explanations that are based on an interplay of corporate, industrial, and institutional change, that leads to a succession of four competitive regimes. http://repub.eur.nl/res/pub/30945/ 2011-01-01T00:00:00Z In today’s increasingly international world, it’s not uncommon for multinational companies to move some element of their headquarters to another country. Here’s how to evaluate the strategic costs and benefits of such decisions. http://repub.eur.nl/res/pub/7171/ 2005-12-19T00:00:00Z The focus in research upon resources, dynamic capabilities and competences has challenged firms to apply these concepts to improve their competitive position. Management consulting firms may assist clients in these efforts. However, the roles that management consulting firms fulfill in these processes can differ considerably and are under-researched. Therefore, insight in these different roles and the impact of these roles on clients’ competitive positioning in their industries is required. The purpose of this paper is to develop a conceptual framework that highlights the importance of distinguishing both roles and the implications for management consulting firms and for their clients. We illustrate the framework by elaborating on the relationship between both roles and the strategic renewal context of client firms. We conclude by pointing out the increasing importance of the competence leverage role of management consulting firms and how this development might contribute to a more hypercompetitive context for their clients. http://repub.eur.nl/res/pub/10938/ 2005-06-01T00:00:00Z http://repub.eur.nl/res/pub/6553/ 2005-05-10T00:00:00Z Research evidence confirms that the accumulation of knowledge contributes to the competitive advantage of firms. In the strategy consulting industry, one of the most knowledge-intensive professional services industries, however, established firms that exploited their knowledge accumulation by adding exploitative consulting practices have found their performance has deteriorated. To investigate this phenomenon, this paper will describe how the increasing share of exploitative practices in the strategy consulting industry has attracted both established ICT-related consulting firms and new entrants, and enabled clients to expand their problem-solving abilities. We will argue that these developments in terms of competitiveness and client competencies have reduced the attractiveness of exploitative practices for established strategy consulting firms. To analyse these developments and to provide strategic options for the established strategy consulting firms, a conceptual framework will be proposed. Based on this framework, three strategic option are identified: ‘Follow the herd’, ‘Become ambidextrous’ and ‘Back to the original focus.’ In summarizing our argument, we highlight the pros and cons of these options and the implications for top management. http://repub.eur.nl/res/pub/31065/ 2005-01-01T00:00:00Z There is considerable research evidence to confirm that the accumulation of knowledge contributes to the competitive advantage of firms. However, in strategy consulting, one of the most knowledge‐intensive professional services, established firms that exploited their knowledge accumulation by adding exploitative consulting practices have found their performance has deteriorated. The increasing share of exploitative practices in the strategy consulting industry has attracted both established ICT‐related consulting firms and new entrants. Moreover, it has enabled clients to expand their problem‐solving abilities. These developments, in terms of competitiveness and client competencies, have reduced the attractiveness of exploitative practices for established strategy consulting firms. To analyse this development and to provide strategic options for the established firms, a conceptual framework is proposed. Based on this framework three strategic options are identified: ‘follow the herd’, ‘become ambidextrous’ and ‘back to the original focus’. In summarizing our argument, we highlight the pros and cons of these options and the implications for senior management. Copyright © 2005 John Wiley & Sons, Ltd. http://repub.eur.nl/res/pub/31704/ 2005-01-01T00:00:00Z The “resources, dynamic capabilities and competences perspective” (Sanchez, 2001) has challenged firms to apply these concepts to improve their competitive position.Mana gement consulting firms may assist clients in these efforts.Howe ver, the roles that management consulting firms fulfill in these processes can differ considerably and are under-researched.Ther efore, insight in these different roles and the impact of these roles on clients’ competitive positioning in their industries is required.The purpose of this paper is to develop a conceptual framework that highlights the importance of distinguishing both roles and the implications for management consulting firms and for their clients.W e illustrate the framework by elaborating on the relationship between both roles and the strategic renewal context of client firms.W e conclude by pointing out the increasing importance of the competence leverage role of management consulting firms and how this development might contribute to a more hypercompetitive context for their clients. http://repub.eur.nl/res/pub/10957/ 2004-10-01T00:00:00Z http://repub.eur.nl/res/pub/10962/ 2004-06-01T00:00:00Z technological innovation have dramatically changed the European telecommunications industry. To cope with these forces, incumbent telecommunication operators had to strategically renew their companies. What can be learned from these incumbents and which managerial challenges are ahead? To address these questions, we investigated trajectories of strategic renewal of Europe’s five largest incumbent operators and the impact on financial performance for the period 1992–2001. Remarkably, we did not find significant differences between the renewal trajectories of these incumbents. These findings suggest herd behaviour, indicating a preference for adopting similar organizational templates due to institutional forces resulting in a common ‘follow the industry’ renewal trajectory. In the years to come, however, we expect such herd behaviour will not be viable anymore. On the contrary, top management should make firm-specific strategic choices. The analysis and findings discussed in this paper provide insights for top management of incumbent firms in other deregulating European industries as well, such as the financial services and energy industries. http://repub.eur.nl/res/pub/10961/ 2004-04-01T00:00:00Z Empirical research reveals that relocations of corporate centres are most times confined to national borders. Until now, cross-border relocations are almost absent in the European Union, while in the United States relocations across State borders appear to be common. To contribute to a managerial understanding of these phenomena, we propose a conceptual framework of the determinants of the corporate centre location. Based on our analysis, we predict the stickiness of corporate centres of European Union-based corporations will diminish due to the European Union integration process and in particular triggered by the expected EU legislation regarding the removal of legal barriers against corporate mobility. http://repub.eur.nl/res/pub/6549/ 2004-01-01T00:00:00Z Empirisch onderzoek laat zien dat verplaatsingen van concernhoofdkantoren zich meestal beperken tot de nationale grenzen. In de Verenigde Staten zijn verplaatsingen naar andere staten een normaal verschijnsel. In de Europese Unie echter komen grensoverschrijdende verplaatsingen van hoofdkantoren vrijwel nog niet voor. De vraag rijst in hoeverre dat zo blijft. Voor een analyse van de verplaatsingen van concernhoofdkantoren, introduceren wij een conceptueel raamwerk van de determinanten van de locatie van een concernhoofdkantoor. Gebaseerd op onze analyse voorspellen wij dat de honkvastheid van in de Europese Unie gevestigde concernhoofdkantoren zal verminderen als de plannen van de Europese Commissie met betrekking tot grensoverschrijdende herstructurering en mobiliteit van ondernemingen worden uitgevoerd. http://repub.eur.nl/res/pub/6481/ 2003-01-01T00:00:00Z Inzicht in de rollen van organisatieadviseurs bij het ontwikkelen van oplossingen voor de vraagstukken van hun cliënten is van groot belang. Eerder onderzoek legde nadruk op de rol van de organisatieadviseur als makelaar in ‘best practices’. Naast deze zogenoemde ‘exploitatierol’ onderscheidt deze bijdrage de ‘exploratierol’. Op basis van de literatuur is een conceptueel raamwerk ontwikkeld van de twee verschillende adviesrollen, hun eisen aan de organisatieadviseur en hun invloeden op de cliënten en de bedrijfstakken van de cliënten. De exploratierol van organisatieadviseurs draagt bij aan de creatie van nieuwe concurrentievoordelen voor de cliënten en bevordert op deze manier de ongelijkvormigheid van de concurrenten binnen de betreffende bedrijfstak. De exploitatierol van organisatieadviseurs leidt tot de versnelde diffusie van kennis binnen en tussen bedrijfstakken. http://repub.eur.nl/res/pub/11009/ 1999-01-01T00:00:00Z Vanuit een evolutionair perspectief bespreekt dit artikel een raamwerk voor de analyse van de strategische interactie door de tijd tussen de onderneming en haar bedrijfstakomgeving. Dit evolutionaire raamwerk van strategie incorporeert: het evolutionaire mechanisme, management’s perceptie van tijd en de synchronisatie van interne en externe selectieprocessen. Ter illustratie van het raamwerk belichten we de vraag waarom zelfs leidende, succesvolle ondernemingen uiteindelijk kunnen falen. http://repub.eur.nl/res/pub/31042/ 1998-08-01T00:00:00Z Dit artikel onderzoekt de vraag of in dynamische omgevingen ondernemingen op lange termijn duurzame concurrentievoordelen kunnen behouden. Vanwege het longitudinale karakter van deze vraagstelling is voor een evolutionair perspectief gekozen. Vanuit dit perspectief wordt een geïntegreerd raamwerk van strategie geïntroduceerd voor de analyse van de dynamische interactie van een onderneming met haar omgeving. Vervolgens presenteren we beknopt de resultaten van een empirisch longitudinaal onderzoek naar succesvolle ‘Fortune Global-500’ ondernemingen. Op dit onderzoek wordt het evolutionaire raamwerk van strategie toegepast teneinde een aanzet te geven tot een verklaring van de vraag waarom verreweg het merendeel van de onderzochte ondernemingen er niet in is geslaagd om de opgebouwde concurrentiepositie te handhaven in het dynamische proces van interactie met hun omgeving.