The department of Management and Organisation consists of four Research Groups:

Research areas

Khapova, Prof. dr. S.N. Contact: Prof. dr. S.N. Khapova
The purpose of the VU Organisational Behaviour and Human Resource Management (HRM) research group is to create knowledge that can enable organisations to understand and proactively manage the current realignments and shifts in employment practices, technology, demography, and organisational structures. Our research is organized in five core themes: careers and meaningful work, the future of work design, leadership and organisational change, talent management, and diversity management and inclusion. More information?

Bouwmeester, Dr. O. Contact: Onno Bouwmeester

In the area of consulting, the MC group is one of the largest academic research groups worldwide. Members of the MC group are known for their engagement in both management consulting research and practice. Many of us have worked as consultants before turning to academia, and some still do. We hold theoretical backgrounds in organisation theory, strategy, economics, business ethics, organizational behaviour, organizational development and change. More information?

Tjemkes, Dr. B.V. Contact: dr. B.V. Tjemkes

Research in the Strategic Management group is diverse but united by a common desire to understand and explain organizational phenomena in the context of global competition. Our research ethos reflects an appreciation for multiple form of inquiry and we bring together expertise in quantitative and qualitative methodologies, ranging from on-site field-work and in-depth participant observation to experimental studies in laboratory settings. We study organizations and their strategies applying a multifaceted toolkit of theories, such as contingency theory, the resource-based view, institutional theory, and identity theory. More information?


Research centres

The Aubrey Daniels Research Institute for Behavioral Analysis (ADRIBA) offers a platform for deepening, broadening, and spreading the science of behavior – known as behavior analysis. ADRIBA was founded in 2010. The name of the centre pays tribute to Aubrey Daniels, who was one of the first to make extensive use of the science of behavior analysis in business. ADRIBA uses literature by Daniels and other learning materials marketed by ADI, but other than that there is no formal relationship between ADRIBA and ADI in terms of combined marketing or sales.

More information.

Is a leadership principle embedded in a way of life, which has been recognized and expounded upon in all parts of the world from ancient times on, and across all cultures. At its simplest, Servant-Leadership is driven by the motivation of enabling others to work more effectively and be successful.

The Servant-Leadership Centre for Research and Education originated from an active group of researchers and practitioners at amongst others the Vrije Universiteit Amsterdam, the Greenleaf Centre Europe, THTConsulting, VUMedical Centre and VU School of Business and Economics (former FEWEB). During the last two decades fundamental research on dilemma reconciliation in organizations demonstrated the key role of servant-leaders.

More information.

The VU Center for Meaningful Work is a research center for studies on meaningful work, based at Vrije Universiteit Amsterdam. In recent years, we have witnessed a growing interest by both scholars and practitioners in the understanding of the sources of meaningful work and its consequences for individuals and organizations. This signals that nowadays work is seen as providing not only income and happiness, but also a deep sense of meaning. These developments call for a conversation on the topic and the development of research-based solutions that can enable employees’ experiences of meaningful work in organizations.

VU Center for Meaningful Work responds to this need by providing an Amsterdam-based platform for this conversation.

More information.

The VU Center for Leadership & Change is a center of expertise, which aims to be platform for research, education, and valorization. As a research platform, the Center offers an opportunity for bold, process-based, and cross-disciplinary research in the area of Leadership and Organizational Change. The Center is open to macro- and micro oriented scholars and welcomes a wide range of methodologies. We build new theory around questions related to leadership and change management and their constructive and destructive effects. The Center of expertise is connected with the full-time Master of Science in Business Administration (i.e., the accredited Leadership and Change Management master programme), with post-graduate training (e.g., in Change Management), and with the executive MBA (e.g., Leading with Purpose). Through our teaching – we teach, for instance, the art of public speaking and visionary communication) – we offer organisational practitioners theoretical and practical insights that help maximise their leadership potential. Finally, the center offers a platform that reaches out to practice, for instance, for advice / sounding board sessions, for collaborative research, and as a center of expertise for evidence-based leadership and change management practices.

More information about the VU Center for Leadership & Change.

Why should organizations cultivate a feedback culture? The science is clear: feedback is effective in developing individuals’ skills, team competencies and organizational capabilities. It also motivates and engages individuals and thus drives overall organizational performance. Paradoxically, as an effective tool for increasing organizational performance, feedback is a challenging and scarce commodity. Contemporary organizations have diverse workforces in which differences in personal traits and characteristics such as age, gender, race, religion, or ethnic origin influence how employees accept feedback and incorporate it in their daily work activities.

More information about the VU Center for Feedback Culture.
While CEOs are often portrayed as the solo-leaders of firms, there is an increased awareness that corporate strategic decisions are the result of intensive deliberation and communication between numerous actors within boards and their stakeholders. Recent corporate scandals, however, have shown that as a society we know little about what happens in boardrooms, or how various stakeholders can influence the decision-making direction of boards including executive and non-executive committees.

More information about the VU Center for Boards and Executive Leadership Development.
Traditional (linear) strategic thinking and execution has become ineffective. Organizations must move away from repetitive-function hierarchies with rules, enforcement and silo-thinking. Instead, companies need to formulate and effectuate strategies that allow them the flexibility to deal with unexpected and unpredictable changes in their environments. This requires decision-makers to rethink, reconsider, and redevelop their organizational boundaries and strategic practices. In today’s VUCA environment, success lies in organizations’ ability to develop and execute ecosystem practices, allowing them to navigate the unknown. Ecosystem thinking enables strategists to build agile organizations that are ready to not only benefit in the present, but also be prepared for an unexpected future or, more ambitiously, to create the very future that makes current capabilities obsolete. Even best-in-class organizations need to continuously explore, experiment, and develop new collaborative resources that make their own best-in-class capabilities antiquated.

More information about the VU Center for Ecosystems.

Enterprise families share ownership of multiple assets and multiple entities across multiple generations. Enterprise families face specific challenges in sharing ownership in business, investments, property, philanthropic endeavors and often a family office. Some of the main concerns that enterprise families have are: Do we have a good family member successor lined up? Who is going to lead? How do we involve the passive family owner group? Should we split up our wealth? How do we untangle financial and non-financial family considerations? Do we aim for short-term profit or long-term impact? Answering these questions cannot be delegated to advisors outside the family because including family members in the decision making process enhances trust and meaning, and thus commitment to collective family action. 

More information about the VU Center for Enterprise Family Research

The VU Center for Business & Society aspires to advance research on the role of business in society, driven by the broader question of how businesses are managed, led and organized in order to ensure social and ecological sustainability and contribute to the greater good.

In light of pressing societal grand challenges that require business firms large and small to develop responses that contribute to solving the world´s most pressing challenges such as climate change, inequality, and access to healthcare and education, the VU Center for Business & Society intends to be recognized globally as a leading knowledge hub for research that makes a notable impact to our understanding of the role of business in society.

More information about the VU Center for Business & Society

What can organisations do to ensure that all employees feel like they belong and are valued? What interventions can firms employ to address disparity, and enhance diversity and inclusion? How can organisational initiatives inspire efforts for a more inclusive society? The VU Center for Diversity and Inclusion in Organizations brings together academics, practitioners, policy makers and other stakeholders to engage in research and find solutions to complex gender and diversity challenges facing organisations. Besides taking a stand, and doing what is right, research continues to show that inclusive organisations outperform organisations in which this topic is taken for granted. The VU Center for DIO is committed to continually identifying, confronting, and addressing key challenges organisations face when trying to create a space that is inclusive for all.

More information about the VU Center for Diversity and Inclusion in Organisations

Research projects

Kwetsbaar in Amsterdam is een 2-jarig onderzoeksproject naar de gevolgen van de corona-pandemie voor kwestbare groepen, gefinancierd door ZonMw. In dit onderzoek staat de organisatie van de hulpverlening aan kwestbare groepen centraal. Elco van Burg, dr. David Kroon, dr. Rebecca Ruehle en Sanaz Kateb MSc voeren vanuit de Management & Organization groep dit urgente project uit, samen met een aantal partners in Amsterdam.

Voor meer informatie klik hier.