Research

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?


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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.

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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