Koen Heimeriks is Professor of Strategy at Warwick Business School.  Previously, he was faculty at Copenhagen Business School, Rotterdam School of Management, and Tilburg University and he has also been visiting at Aalto, Carnegie Mellon University, and INSEAD.  He earned his Ph.D. at Eindhoven University of Technology.

Koen's research focuses on how companies develop corporate development (i.e., alliance, acquisition, and divestiture) capabilities to realize corporate growth in high-tech 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.  He serves on the Editorial Boards of Organization Science, Strategic Management Journal, and Strategic Organization.  He also is an Associate Editor at Long Range Planning.

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, with a focus on corporate development and entrepreneurship, strategy, organizational change, and growth strategies.  Both his research and teaching won him prestigious international prizes, including the BPS Distinguished Paper Award, Sumantra Ghoshal Research & Practice Award, the CBS Teacher of the Year Award, and the Best European CEMS Course of the Year (best out of 100+ courses in Europe).



Risk management, deliberate learning and acquisition performance.

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



Grow or grieve: understanding corporate development capabilities

Inaugural speech

Article link


Superstition undermines alliances

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


The secrets of successful acquisitions

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


Lighting up Philips' Asian Entertainment activities.

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


Philips-Indal: The deal from heaven?

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


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
  • Experience schedules: unpacking experience accumulation and its consequences (with Bingham C, Kolev K, Haleblian JJ, 309.A) -- R&R
  • Managing experience spillovers across corporate development capabilities (with Schijven M, 207.A) -- Under review
  • Dynamic capabilities, synergy capture, and post-merger acquisition integration processes (with Bingham C, Meyer-Doyle P, 214.A) -- Under review
  • Conceptualizing and theorizing on the 'organizational experience' construct (with Maula M, Keil T, 310.A) -- Under review
  • Tool use and power in acquisition integration (with Graebner M, 209.A) -- In preparation
  • Expert learning and internal learning dynamics in corporate development departments (with Graebner M, 220.A) -- In preparation
  • A fuzzy set analysis of learning to manage acquisitions (with Schijven M, 218.A) -- In preparation