Bio

Koen Heimeriks is a Visiting Professor at the Schools of Science and Business, Aalto University.  Previously, he was a Professor of Strategy at Tilburg University.  He has also been a visiting scholar at Carnegie Mellon University and INSEAD.

Koen studies how companies develop corporate development (i.e., alliance, acquisition, and divestiture) capabilities to realize corporate growth in high-velocity settings.  His work features in numerous top journals, including Academy of Management Annals, Academy of Management Journal, Harvard Business Review, Journal of Management Studies, Organization Science, Strategic Management Journal, and Strategic Organization.

Besides his research, he trains, consults for, and works with executives at publicly listed and large private firms operating in volatile settings, e.g., high-tech and chemical industries.  Both his research and teaching won him prestigious international prizes.

Rigor

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Risk management, deliberate learning and acquisition performance.

BPS Best Paper Proceedings, Academy of Management, 2009
(with Schijven M).

Relevance

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Grow or grieve: understanding corporate development capabilities

Inaugural speech

Article link

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Superstition undermines alliances

Harvard Business Review, 2009, 87(4): 20-21.

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The secrets of successful acquisitions

Sloan Management Review (WSJ): R9, September 2008 (with Stephen Gates and Maurizio Zollo)

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Lighting up Philips' Asian Entertainment activities.

Case study Ivey Publishing, 2014 (with Gunther M, Lelieveld M).

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Philips-Indal: The deal from heaven?

Case study Ivey Publishing, 2014 (with Geenen R).

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Dow's acquisition program (*).

Case study Ivey Publishing, 2010. (with Gates S). * Case nominated as Finalist for Decision Sciences Institute's Best Teaching Case, DSI 2010

In progress

  • Organizational or vicarious routines? Serial acquirers' learning processes and acquisition integration performance (with Graebner M, 211.A) -- R&R
  • Managing experience spillovers across corporate development capabilities (with Schijven M, 207.A) -- In prep for submission
  • Dynamic capabilities, synergy capture, and post-merger acquisition integration processes (with Bingham C, Meyer-Doyle P, 214.A) -- Paper in preparation
  • Tools use and power in acquisition integration (with Graebner M, 209.A) -- In preparation
  • Conceptualizing and theorizing on the 'organizational experience' construct (with Maula M, Keil T, 310.A) -- In preparation
  • A fuzzy set analysis of learning to manage acquisitions (with Schijven M, 218.A) -- In preparation