Hsieh, K. & Vermeulen, F. 2012. Following suit? How competition between one’s rivals influences imitative market entry. Organization Science (forthcoming)
Stan, M. & Vermeulen, F. 2012. Selection at the gate: Difficult cases, spill-overs, and organizational learning. Organization Science (forthcoming)
Vermeulen, F. 2007. “I shall not remain insignificant”: Adding a second loop to matter more. Academy of Management Journal, 50: 754-761. (Citations: 15)
Vermeulen, F. 2005. On rigor and relevance: Fostering dialectic progress in management research. Academy of Management Journal, 48: 978-982. (Citations: 14)
Gibson, C. & Vermeulen, F. 2003. A healthy divide: Subgroups as a stimulus for team learning behavior. Administrative Science Quarterly, 48: 202-239. (Citations: 80)
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: 51)
Vermeulen, F. & Barkema, H.G. 2001. Learning through acquisitions. Academy of Management Journal, 44: 457-476. (Citations: 105)
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: 206)
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: 118)
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: 107)
Vermeulen, F. 2012. Strategy is the story. Business Strategy Review. July.
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. 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
Sadler’s Wells: Exploitation versus innovation. 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
Tong RenTang: Opportunities for growth in traditional Chinese medicine. ECCH Case No. 307-173-1
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.