Associate Professor of Strategy and Entrepreneurship
London Business School

Research

Academic Publications

Ody, A. & Vermeulen, F. 2014. The price you pay: Price-setting as a response to norm violations in the market for Champagne grapes. Administrative Science Quarterly

Hsieh, K. & Vermeulen, F. 2014. The structure of competition: How competition between one’s rivals influences imitative market entry. Organization Science

Stan, M. & Vermeulen, F. 2013. Selection at the gate: Difficult cases, spill-overs, and organizational learning. Organization Science

Vermeulen, F. 2007. “I shall not remain insignificant”: Adding a second loop to matter more. Academy of Management Journal, 50: 754-761. (Citations: 37)

Vermeulen, F. 2005. On rigor and relevance: Fostering dialectic progress in management research. Academy of Management Journal, 48: 978-982. (Citations: 26)

Gibson, C. & Vermeulen, F. 2003. A healthy divide: Subgroups as a stimulus for team learning behavior. Administrative Science Quarterly, 48: 202-239. (Citations: 161)

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: 118)

Vermeulen, F. & Barkema, H.G. 2001. Learning through acquisitions. Academy of Management Journal, 44: 457-476. (Citations: 222)

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: 339)

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: 187)

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: 170)

Managerial Publications

Vermeulen, F. 2015. Three reasons why managers don’t know what they’re doing. Business Strategy Review (forthcoming).

Vermeulen, F. 2014. What happens when all employees work when they feel like it? Harvard Business Review, online article.

Vermeulen, F. 2014. The two questions every manager must ask. Harvard Business Review, online article.

Vermeulen, F. 2013. You can win without differentiation. Harvard Business Review, online article.

Vermeulen, F. 2013. Beware the sirens of management pseudo-science. Harvard Business Review, online article.

Vermeulen, F. 2013. How to let 999 flowers die. Strategy+Business, Autumn.

Vermeulen, F. 2013. How would you define ‘a great company’? Strategy+Business, S+B blogs

Vermeulen, F. Monthly column in Management Team (in Dutch): May 2013, June 2013, July 2013, August 2013, September 2013, October 2013, November 2013, December 2013, January 2014, February 2014, March 2014, April 2014, May 2014, October 2014

Vermeulen, F.,  Zaman, A. 2013. Big acquisitions can fall apart over tiny details. Harvard Business Review, online article.

Vermeulen, F. 2013. Corporate strategy is a fool’s errand. Harvard Business Review, online article.

Vermeulen, F. 2012. Strategy is the story. Business Strategy Review. July.

Vermeulen, F. 2012. Which best practice is ruining your business? Harvard Business Review, online article.

Vermeulen, F. 2012. So, you think you have a strategy? European Business Review. January.

Vermeulen, F. 2011. Cutting business myths down to size. Business Strategy Review. Issue 1.

Vermeulen, F. 2010. The case for work/life programs. Harvard Business Review In Point. May.

Vermeulen, F., Puranam, P., & Gulati, R. 2010. Change for change’s sake. Harvard Business Review, June.

Vermeulen, F. 2009. When management collapses. Business Strategy Review, 20(2): 42-44.

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.

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

Case Studies

Eden McCallum, London Business School teaching case (draft)

citizenM, London Business School teaching case

LaTrappe Brewery, London Business School teaching case

McKinsey & Co (with Lisa Duke), London Business School teaching case

Oticon A (with Bjorn Lovas), B, C (with Lisa Duke), London Business School teaching case

Nespresso A, B (with Lisa Duke), London Business School teaching case

Swatch (with Lisa Duke), London Business School teaching case

Sadler’s Wells: Balancing exploitation and exploration. ECCH Case No. 309-126-1

Hornby Plc.: Building communities. ECCH Case No. 307-147-1

Bisque Ltd.: Growing a firm. ECCH Case Nos. 307-163-8, 307-164-1, 307-165-1, 307166-1

Union Carbide in Bhopal, 1984. ECCH Case No. 307-174-1

Heineken: International growth and acquisitions. ECCH Case No. 307-168-1

Royal Ahold: International growth and acquisitions. ECCH Case No. 307-169-1

PhD Theses

Vermeulen, F. 2010. Imitation. PhD thesis, Utrecht University, Organisation Science.

Vermeulen, F. 1999. Shifting ground: Studies on the intersection of organizational expansion, internationalization, and learning. PhD thesis, Tilburg University, Business Administration.

Freek's latest tweets