Professor Robert Hooijberg
Robert Hooijberg is Professor of Organizational Behavior at IMD.
He has a PhD from the University of Michigan and teaches at IMD in Lausanne. His areas of special interest are leadership, negotiations, team building, digital transformation and organizational culture.
Before joining IMD in September 2000, Professor Hooijberg taught at Rutgers University in their MBA and Executive MBA programs in New Jersey, Singapore, and Beijing. In 1997, while at the Rutgers Business School, he was named Professor of the Year by both the MBA students and the faculty.
His research has appeared in such journals as the Sloan Management Review, Academy of Management Learning and Education Journal, the Leadership Quarterly, the Journal of Management, Human Relations, Organization Science, Human Resource Management, Hospital and Health Services Administration, the Journal of Applied Social Psychology, the Journal of Management Education, Administration and Society, the International Journal of Organizational Analysis, and the Journal of Organizational Behavior.
He has provided programs for and consulted with companies such as: KPN, Carlsberg, Royal FrieslandCampina, Axiata, AIA, Vale, Wavin, Ernst & Young, DSM, Rabobank, Axel Springer, Credit Suisse, EMC, Novo Nordisk, DNV, HSBC, Unilever, Bekaert, Roche Pharmaceuticals, Roche Vitamins, PSE&G, The Department of Environmental Protection, Merck, AT&T, Korea Telecom, Lucent, The Dutch Ministry of Social Affairs and Employment, Horizon Blue Cross Blue Shield of New Jersey.
In 2007 he published an edited book entitled: Being there even when you are not: Leading through strategy, structures and systems. In 2012 he co-authored (with Dan Denison, Nany Lane and Colleen Leif) Leading Culture Change in Global Organizations.
Robert Hooijberg and Nancy Lane (2016) “How boards botch CEO succession,” MIT Sloan Management Review. Vol. 57, no 4, Summer (2016), pp. 14-16.
Robert Hooijberg (1996) “A multidirectional approach toward leadership: An extension of the concept of behavioral complexity,” Human Relations. 49 (7), 917-946.
Robert Hooijberg, Frank Petrock (1993) “On cultural change: Using the competing values framework to help leaders execute a transformational strategy,” Human Resource Management. Spring 1993, pages 29-50.