Research

Topic

My general topic of interest is to explain how organizations evolve over time. Organizations, even those that find themselves in similar circumstances, grow, change, and adapt to external circumstances in different ways. I am interested in explaining these differing patterns; why do firms evolve in a certain way, and are some patterns of change inherently more successful than others?

Vermeulen, F. 2007. "I shall not remain insignificant": Adding a second loop to matter more. Academy of Management Journal, 50: 754-761. (Citations: 6)

Vermeulen, F. 2005. On rigor and relevance: Fostering dialectic progress in management research.  Academy of Management Journal, 48: 978-982. (Citations: 9)

Gibson, C. & Vermeulen, F.  2003. A healthy divide: Subgroups as a stimulus for team learning behavior.  Administrative Science Quarterly, 48: 202-239. (Citations: 41)

Vermeulen, F. & Barkema, H.G. 2002. Pace, rhythm, and scope: Process dependence in building a profitable multinational corporation. Strategic Management Journal, 23: 637-653. (Citations: 29)

Vermeulen, F. & Barkema, H.G. 2001. Learning through acquisitions. Academy of Management Journal, 44: 457-476. (Citations: 62)

Vermeulen, F. 2000. Book review: Clegg, S. R., Ibarra-Colado, E., & Bueno-Rodriquez, L. Global management. Universal theories and local realities. Organization Studies, 21: 1159-1162.

Barkema, H.G. & Vermeulen, F. 1998.International expansion through start-up or acquisition: A learning perspective. Academy of Management Journal, 41: 7-26. (Citations: 132)
(Winner of the Academy of Management Journal 1998 Best Paper Award)

Barkema, H.G., Shenkar, O., Vermeulen, F., & Bell, J.H.J. 1997. Working abroad, working with others: How firms learn to operate international joint ventures. Academy of Management Journal, 40: 426-442. (Citations: 91)

Barkema, H.G. & Vermeulen, F. 1997. What differences in the cultural background of partners are detrimental for international joint ventures? Journal of International Business Studies, 28: 846-864. (Citations: 79)

Vermeulen, F. & Barkema, H. G. The reciprocal relation between strategic development and top management turnover. (presented at various conferences).

Hsieh, K. & Vermeulen, F. The structure of competition and mimetic market entry. (presented at various conferences).

Vermeulen, F. How bad practice prevails. (presented at various conferences and seminars).

Vermeulen, F. Imitation or distinction? Strategic responses to social reference groups. (presented at various conferences).

Vermeulen, F. Lowering the bar: The diffusion and persistence of harmful organizational traits.

Fan, Y. & Vermeulen, F. Do innovators live longer? Assessing innovation, firm survival, and risk in the Chinese pharmaceutical industry. (analysis completed).

Haas, M., Vermeulen, F. & Fan, Y. An attention-based view of firm growth. (analysis completed).

Vermeulen, F. 2008. Songs of the Sirens. Business Strategy Review, Autumn 2008. Reprinted in Wirtschaftwoche (in German), Gesang der Sirenen (18 August 2008).

Vermeulen, F. 2008. Quick thinking. Business Strategy Review, 19(2): 55-59.

Vermeulen, F. 2007. Bad Deals: Eight warning signs that an acquisition may not pay off. Wall Street Journal.

Vermeulen, F. 2005. How acquisitions can revitalize companies. Sloan Management Review, 48: 45-51. (Citations: 1)

Vermeulen, F. 2001. Controlling international expansion. Business Strategy Review

Vermeulen, F. 2000. Learning to internationalize: Five lessons for ventures into the unknown, Rijnconsult, The Netherlands (Order it from Rijnconsult)

Vermeulen, F. 2008. Freeky Business! 100 Fundamental Insights into how Strategy is Really Made. 

Vermeulen, F. 2008 Strategy Masterclass: On Leading Strategy.

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