Dr. J. (Hans) STRIKWERDA
NL-5632 AP Eindhoven
+31 6 81 15 47 13
Hans Strikwerda is an international expert on the organization of multinational and other complex organizations, esp. their internal governance. His expertise especially focuses on re-designing organizations and their strategies due to fundamental changes in their environments, market structures, technologies, consumer preferences. He is familiar with the new practices and principles of the executive process and organization as pioneered by leading forms and institutions, its back ground and how to implement these new practices in other firms. Prof. Strikwerda has a solid track record of proven innovative solutions, based on in depth knowledge of both organization and management theory and on empirical developments. Prof. Strikwerda made a solid, empirically proven as yet path finding contribution to the field of organization design. As the Director of the Nolan Norton Institute Dr. Strikwerda carries out research in the field of internal governance and other topics of organizational processes. Prof. Strikwerda is a publisher and a professor in organization and organizational change at the University of Amsterdam. In addition to that Prof. Strikwerda publishes on new developments in the field of new organizations, governance, strategy and management consulting. He teaches in executives courses and in courses for members of supervisory boards.
(1979 to Present)
Februari 2006 – September 2013:
Partner, executive management consultant with Nolan, Norton & Co. B.V., Zeist, the Netherlands, Director of the Nolan Norton Institute
Responsible for the acquisition and execution of consulting assignements (cases are in the energy industry, electronics industry, chemical industry, government, non-profit (care, education).
Responsible for innovation of concepts for leadership (business administration, corporate governance, internal governance), strategy and organization, change & implementation processes, in relation to the changing nature of assets, products, markets, people and society.
September 1999 – present:
Parttime professor of organization and change at the Amsterdam Business School of the Universiteit van Amsterdam.
November 1994 to 2006
Management Consultant with Nolan Norton & Co., Fellow of the Nolan Norton Institute
(professionally and managerial) for assignments acquired and completed:
Š Consultant to leading retailer on strategies in the Northwest-European retail market
Š Consultant to multinational in chemicals on its internal organization and outsourcing
Š Consultant to the Ministry of Economic Affairs on the organization of the Dutch energy market
Š Consultant to multinational in chemicals on new economic models
Š Consultant to multiple ministries on their internal organization
Š Consultant on the national organization of the Dutch police
Š Leader of a study on costs and benefits of a wide application of open source software and open standard in the Dutch public sectors
Š Consultant to logistic service provider on strategies in the European postal market
Š Consultant to joint-venture in international public transportation on its internal organization
Š Consultant to Fortune 500 CEO for high level strategy issues
Š Member of committee to review plans for government shared service center, reporting to the Dutch government;
Š Contributions to government study on contestability of Dutch postmarket;
Š Consultant to a European nich player in asset management on its strategy;
Š Consultant to one of the world’s largest pension funds on its system of internal governance (in cooperation with the legal firm De Brouw-Blackstone);
Š Consultant to investment bank on their internal governance system
Š Consultant to the consultants of NNC in their assignments of leading Dutch firms and public institutions
Š Consultant to an Asian based MNC with respect to the redesign of its global organization
Š Consultant to a leading Dutch bank with respect to leadership, its role in society and its consequences for its operating model and governance system.
Š Consultant to a pension funds with respect to the organization of its operations and its governance system.
Š Consultant to a leading global electronics firms on its governance system in view of the new economy. For the same company: designing a global sales organization to anticipate the new requirements in the converging consumer electronics industry, EDP, telco and automotive industry. For the same company: consultant on incubation and new start ups.
Š Assigned by the Dutch minister of economic affairs to assess Twinning Holding B.V.
Š Consultant to a Fortune 500 company on its global organization, its e-commerce strategy (including an e-commerce related organization development project) and the consequences for this company (strategy, business economics, governance system and management processes) of the growth of embedded software.
Š Senior expert consultant to consultants who are working for various projects in the financial services, trade organizations and transportation.
Š Consultant to a group of venture capitalist on writing a business plan for an innovative entertainment firm in Western-Europe, including its governance, and its strategic positioning, the latter including a strategic analysis of a number of converging consumer markets;
Š Consultant to a number of banks in and around Amsterdam, associated in one of the largest financial institutions in The Netherlands, on its future structure, esp, its distribution policy;
Š Consultant to the Royal Dutch Academy of Arts and Sciences on its internal governance and management processes;
Š Consultant to the largest financial institution in The Netherlands, a.o. for the organization of the coordination of its activities in W-Europe, international cash management, treasury and corporate management in general;
Š Consulted a small software company (embedded software) on its strategy and business planning;
Š Consultant to the Board of the Technical University Delft, for its governance and organization strategy;
Š Consultant to the CEO of an airline carrier on alliance governance, and its group structure;
Š Writing of a report on the organization of W-European multinationals, an assignment of a bank in Tokyo;
Š Consultant to the Executive Vice-President of an air cargo division on its organization structure and management processes;
Š Consultant to a multinational business unit in lighting electronics and gear (HQ Chicago) for its global organization and its European organization, and for its worldwide strategy;
Š Design and detailed specification of the governance model of a multinational company in semiconductors, including the organization of its largest site (4000 workforce, Dfl 4 billion capital investment.) and its German site (drafting the overall management charter, the charter for the largest site and the co-determination charter for that site).
Š Consultant to the Board of a company for exhibitions, fairs and special events on its group structure, management processes and operational integration of subsidiary companies;
Š Consultant to the Director of a public transportation infrastructure company on its management processes, which included a solution how to measure the output of this company.
Š Consulted to a multinational electronics company on how to organize for the future, including a study on future types of multinational companies. Recommendations have been accepted have been implemented;
Š Consulted on the integration of an US acquisition by an European company of security equipment;
Š Designed etc. the management structure for South America of an electronics multinational;
Š The redefinition and implementation of the corporate structure of a multinational company in the business of domestic appliances and personal care;
Š The design of the European organization for marketing and sales of the same company;
Š The design of the role, responsibilities and relations of the Asia Pacific Headquarters in Singapore of a multinational in the electronics industry (recommendations have been accepted by its Board of Management are implemented);
Š The design for the governance by a holding company of a newly acquired operating company in the business (mainly European market) of integrated systems for utility buildings (the assignment included the merging of three separate operating companies);
Š The redefinition of the strategy of the same operating company, (including the required quantitative and qualitative market research and redefinition of its market.)
Š Consulted to the senior management of a Dutch based multinational consumer retailer on its corporate structure;
Š Consulted to the Dutch Police on process oriented ways of working;
Š Consulted to a Dutch based computer software & services company on its management processes;
Š Consultant on the merger of two industry-organizations;
Š As a strategy expert involved in redefining KPMG's strategic direction (1996)
Š Member-secretary (and expert) of a committee assigned by the Board to redefine the corporate governance, internal governance and operational model of KPMG Holding N.V.
Š Nolan Norton’s expert on corporate management, internal governance, corporate change, corporate level strategy and business planning.
April 1993 to November 1994 Nederlandse Philips Bedrijven B.V.
Š Reported hierarchically to Mr. A.W.A. de Haas, member of the Board of Nederlandse Philips Bedrijven B.V. & Director Industrial Relations and General Affairs. Reported functionally to Dr. K.L. Volkholz, Corporate Director of Planning and Strategy of Philips Electronics.
Š Consultant with the Corporate Legal Structure Committee (principals: Mr. T. Meijer, Member of the Group Management Committee, and Dr. K.L. Volkholz). This work resulted in a report endorsed by the Board of Management of Philips Electronics and recommendations on Philips' corporate structure, managerial, legal, financial and fiscal, for Western Europe. The assignment included assisting management of a number of Product Divisions to redefine and/or improve their PD-corporate structures.
Š Carried out a benchmark study on corporate structures and internal governance with a number of leading multinationals.
Š Consulted on restructuring and reorganizing all human resource management related departments of Philips in The Netherlands, recommendations have been implemented.
Š Project manager on a survey conducted with all Philips subsidiaries (120) in Holland on issues related to collective labor contracts, analysis accepted, have been be followed up.
on opportunities to down size staff in support departments.
Consulted the Director of Philips Display Components Europe (turnover appr. ń 3 bln) on the corporate structure of his organization. This resulted into a more simple corporate structure which is more efficient and effective in coordinating its operations.
Š In cooperation with the chief strategist of Philips (Dr. Volkholz) and the chief legal officer (Prof. Dr. Raaijmakers), consulted the Board of Philips with respect to changes in role of the Board, relations between the Board and Philips' Product Divisions, and other aspects of governance of Philips. The recommendations have been endorsed and implemented by the Board Philips Electronic Charter.
the Director of Philips Passive Components (turnover appr. 1 billion Dfl.) on
the corporate structure of his European organization. The project included detailed
analysis of the structure of his market, especially on the demand side. The
project included developing the market strategy of this business unit.
December 1990 to April 1993 Philips International B.V.
Š Reported to the Director of Corporate Organization & Efficiency.
Š Co-author of report to the Board on relation between the Board and operations in Pacific Rim Area on basis of extensive interviews in that area.
Š Consultant to reorganization of the business unit Display Components, the world leading manufacturer of color TV tubes, from a world-wide functional organization to regional, integrated units
Š Consultant to reorganization and reducing operating costs of securities department of Corporate Finance.
Š Drafted charter for authorities and responsibilities of subsidiaries in smaller countries, which was made effective by the Board January 1, 1992.
Š Redesigned new administrative structure -implemented- of multi-plant site.
Š Assisted Task Force Corporate Governance in drafting overall principles for corporate structure and style of management for the Philips Group.
Š Participated in McKinsey-Philips team assigned by the Board to review the strategy, organization and operations of the division Industrial Electronics -operating world wide-, resulting in accepted and implemented recommendations.
Š Consultant to the Management of Philips Industrial Electronics International to transform this former division, which was considered to be liquidated, into a holding company with 14 operating companies (operating worldwide), which is now a house of growth. In this assignment a new concept for Management Charters was developed and applied, which is now an exemplar within the Philips Group.
Š Member of Coopers & Lybrand - Philips team which analyzed the cost structure and cost drivers of marketing & sales organizations in ten European countries of Philips Consumer Electronics Europe (ń 8 billion turnover). Resulted in 30% cost reduction.
Š Consultant to the Task Force Eastern Europe.
Š Consulted the management of Industrial Electronics on the divestment decision of an Operating Company.
Š Member of McKinsey-Philips team to analyze audio business (part of Philips Consumer Electronics) and to develop options for Philips in the audio-business.
the corporate structure of Philips Consumer Electronics Europe.
April 1988 to December 1990 Philips Lighting B.V.
Senior Business Consultant
Š Reported to Director of Organization & Efficiency and Information Systems of ń 7 billion world leader in lighting.
Š Reorganized largest incandescent lamp factory. Involved in reorganization Philips Lighting Mechanization Department.
Š Consulted to technical and marketing experts how to improve cooperation and to share entrepreneur ship.
Š Consulted on developing and implementing business plans for high intensity discharge and fluorescent lamps (turnovers ranging from ń 500 million to ń 1.7 billion).
Š Consulted to executive committee how to improve their effectiveness. Consulted on projects to launch new lamps and to shorten time-to-market.
Š Consulted on simplifying control loop for logistics, implementation resulted in transparent responsibility, better stock control and improved logistic services.
Š Managed project to study and simplify relation between factories and headquarters, including simplified management information system.
Š Consulted on reorganizing the Lighting Application Department.
Š Assisted in redesigning corporate structure of Philips Lighting.
May 1987 to April 1988 Dutch Ministry of Economic Affairs
Senior Staff Member
Reported to Director for Manufacturing and Heavy Industry. Responsible for policy on the electrical and electronics industry. Representative in negotiations with European Commission and foreign governments on High Definition Television, government support for Philips-Siemens cooperation on developing new generations of chips. Case officer for subsidized projects in the electronics industry (subsidies amounted up to ń 400 million).
February 1986 to May 1987 Nederlandse Philips Bedrijven B.V.
(on detachment to)
Consultant and lecturer
Member of project team (OIT) to educate
and train Philips' employees and management in information technology.
Designed courses and seminars. Lectured to over four hundred managers on
computer resource management. Consulted on Computer integrated manufacturing.
Managed project to forecast Philips demand for computer and software
specialists and to evaluate job content in relation to remuneration system.
This resulted in lowering intake of specialists and timely building of the OIT
project, thus saving Philips substantial costs.
February 1984 to February 1986 Dutch Ministry of Economic Affairs
Head of department for Productivity and Management Policy
Reported to Director for General Industry Affairs. Responsible for defining government programs to improve productivity and management practices in Dutch industry, and -after approval by the Minister- carrying out programs. Cooperated closely with leading experts on e.g. logistics, management, productivity etc. Close cooperation with representatives of Dutch manufacturing industry and universities. Responsible for granting subsidies and controlling subsidized projects (total budget appr. ń 50 million). Contributed substantially to policy, strategy and execution of the National Program on Information Technology.
December 1980 to February 1984 Dutch Ministry of Social Affairs
Reported to Head of Department of General Labour Affairs. Responsible for defining government policy on job enrichment in Dutch industry. Responsible for judging requests for grants and controlling subsidized projects (total budget ń 4.75 million). Trained officers of Dutch Labour Inspectorate on consequences of information technology on quality of work, including assisting in field work on pertinent cases. Represented the Minister in cases of appeal with respect to subsidies. Various contributions to government policy on quality of work.
June 1980 - December 1980 Self Employed
Conducted research for a copy writer on
application of micro-electronics industry on basis of which a booklet,
commissioned by the Ministry of Economic Affairs, was written to stimulate
small manufacturing industry in Holland to switch to micro-electronics in their
Wrote report on experts discussion on the future use of computers, published in a book: "Automatisering wat willen wij ermee", edited by Dick Overkleeft.
Co-author and co-editor
of distant learning course (TELEAC: "Micro-electronics in business"),
via television, radio, book and correspondence on question and answers, on
application of micro-electronics technology in business. Activities included
defining objectives, outline, research, writing -10 out of 20 chapters,
especially on managerial and organizational aspects- and editing the
book, writing scripts for ten television broadcasts, interviewing on television
managers, end-responsibility for content for television programs.
April 1979 - June 1980 Dutch Ministry for Science
Assigned to a Government Advisory Group
on the implication of micro-electronics for the Dutch economy. Conducted
research, extensive interviewing, drafted parts of the final report. Proposed a
change in the Academic Statute with respect to education in information
technology and computer science, which was accepted by the government. Proposed
policy on consequences of information technology with respect to quality of
work, which later on has been implemented.
Wrote white paper on consequences of new information technology for the
education and training in the Netherlands for the Director of Science Policy.
Wrote research agenda for the National Program for Strategic Labour Market Research with respect to consequences of information technology.
Field of expertise
Corporate Management, Internal Governance, Business Policy, Corporate Strategy, Business Strategy; for this I developed the concept of the Management Charter as a tool to decide and to specify corporate structures and management processes, this concept is successfully applied in app. 30 cases, varying from companies with a turnover of Dfl 10 mln to Dfl 60 billion. With it goes an in depth knowledge of new emerging corporate structures, management processes, organizational design etc.
Š Designed and run a course on the role and contribution of management consultants in developing and implementing strategies with clients.
Š Organized the NNC Summer course 2001, on Strategic Supremancy, with Prof. Richard D’Aveni of the Amos Tuck School, USA.
Š Issued with J. Dubel a staff paper and related course for KPMG professionals on Business Analysis, is responsible for training KPMG professionals in this subject.
Š Issued a staff paper (available for third parties) on an overview of models for developing strategy, based on a model to diagnose for type of strategic problem
Š Issued a staff paper and related course for KPMG professionals on Internal Governance (Corporate structures, corporate management processes, headquarter design, etc) and is responsible for training KPMG professionals in this subjects, supervises all assignments on this subject.
Š Wrote extensive paper for internal and external training on roles in management consulting and conducts master classes on this.
Member of the Advisory Council of VTOI, the society of members of supervisory boards of educational institutions.
Member of the Curatorium of Stichting Maatschappij en Onderneming, The Hague.
Professor (as of September 1, 1999) on the chair Organization and Organizational Change, University of Amsterdam, Faculty of Economics and Econometrics.
Contributor to journal Management Consultant (Kluwer), member of the Editorial Board ( till December 2012).
Lecturer at the Webster University (Leiden campus), on Computer Resource Management and Management Systems (January 1986 to December 1987).
Lecturer at SIOO (goverance of organization and change)
Lecturer at the European MBA for the Financial Services and Insurance Industry, 2002 (Frankfurt).
Received the Professional Publication Award 1998 of the Dutch Association of Management Consulting Firms.
Certified Management Consultant, member of Dutch Society of Organization Consultants.
Member of Dutch Society for Strategic Management, member of the Board 1996-1998;
Catholic University Tilburg (1990 to May 1994)
Ph.D. thesis on new foundations of and insights in organization processes to renew consultancy processes (Organisatie-advisering, Wetenschap en Pragmatisme, supervisor: Prof. Dr. J.B. Rijsman).
Graduate School of Management Delft (June 1979)
Degree: Doctorandus (equivalent of MBA)
Major: Organization Development
Minor: Government administration
Thesis: "Organization of the Administration of the Dutch Social Security from an Organization Development Perspective"
State University Groningen (June 1976)
Degree: "Candidaats examen"
First Major: Applied mathematics including mechanical
engineering and computer science
Second Major: Applied physics
Publications and papers
Together with M. Stevens, course book: Micro-electronica in bedrijf, Utrecht: TELEAC, 1981.
Together with M.Steven, design and writing of
the TV-course Micro-electronica in bedrijf, TELEAC, 1981
Paper published in Informatie & Informatiebeleid: "Informatietechnologie als management-techniek" (Vol. 3, October 1986) [ Published as “Information Technology as a Management Technique”, Systems Review, Spring, 1987].
Case published "TL-D and color 80" (on a production allocation dilemma of Philips Lighting at the introduction of the new fluorescent tubes), Open University, Heerlen, 1991.
Paper published in Doelmatig bedrijfsbeheer: "Twee snelheden in de Bedrijfskunde" (March 1992) (On two velocities of innovation in business administration and industrial engineering)
Paper presented at international Philips conference: "Organization Structures: How to Make Them Simple and Clear", Proceedings 11th O&E-fair, Philips, March 1992
Paper published in M&O, Tijdschrift voor Organisatiekunde en Sociaal Beleid: "De Organisatie-adviseur: vakman of ideoloog?" (The Management Consultant: Craftsman or Ideologist?), September-October, 1992.
Lecture: "Kunnen veranderingsprocessen worden gestuurd of niet? (Can change processes be managed or not?)", MBA-course Catholic University Brabant, Tilburg. October 1993.
Participated in the conference: Realities and Relationships—Social Construction in Therapy and Organization Development (Taos NM USA, Taos Institute, Houston-Galveston Institute, cosponsored by Weatherhead School of Management and Case Western Reserve), initiated and conducted an open space discussion (recorded and published as part of my thesis) on social construction in organization theory.
Lecture: "The End of Organizational Behavior", MBA-course Catholic University Leuven, Belgium, February 1994
Paper presented at an international Philips conference: "Process Management", Proceedings 12th O&E-fair, Philips Electronics, April 1994.
Co-authored with Fred Bok, CEO of Philips Industrial Electronics International B.V., Philips Electronics internal paper on Process Management. (On the organization of multi-product-single business firms.)
Paper published in Holland Management Review, "Het einde van de business unit", (The End of the Business Unit), November-December, 1994.
Lecture: “Manage je business, niet je unit” and “Nieuwe inzichten en opvattingen over de rol van een holding/hoofdkantoor” including a role-game on this subject I developed and have facilitated, Bedrijfskundedag Vereniging Nijenrode Executive MBA, June 1, 1995.
Paper: “Witte vlekken in onze kennis” (On uncovered areas in the knowledge with respect to designing organizations) NVAM/TUE (Nederlands-Vlaams vereniging van bedrijfskunde hoogleraren/Technische Universiteit Eindhoven)Workshop Organisatiestructuurontwerp, 22 juni 1995.
Participated in the conference Global Leadership (October 11-14, 1995) Taos NM USA, Taos Institute, Houston-Galveston Institute, cosponsored by Weatherhead School of Management and Case Western Reserve), presented a paper on The practical use of social constructionism.
Paper: co-authored with Pim Roest in Holland Management Review, “Ondernemen zonder onderneming, Organisaties van de 21ste eeuw” Nr. 46, 1996.
Paper: BKVisie: Management-instrumenten, stijl of inhoud? (Tools of Management, Style or Content?) Vol. 1, April 1996.
In Management Consult in Bedrijf, Vol. IV.3: “Heldere bestuurlijke verhoudingen door een Management Charter”, Deventer: Kluwer, 1996. (On Internal Governance)
Paper: From Corporate Governance to Internal Governance, seminar on the role of the Board, Noordwijk aan Zee, October 1996.
Chapter: “Zinvolle organisatiestructuren”, in: A.I.V.-Informatietechnologie, Samson, 1996.
Presented paper Social Constructionism and Management Consulting at conference Organizing in a Multi-voiced World, Leuven, Belgium June 4-6, 1997. (European Institute for Advanced Studies in Management, Catholic University Leuven).
Co-authored with Prof. Dr. J.E. van Aken: “De onbewuste organisatie”, M&O, August, 1997.
Article: “Geen Corporate Governance zonder Internal Governance”, Nijenrode Management Review, 1/3, 1997. This publication was awarded the Professional Publication Award 1998 by the Dutch Association of Management Consultancy Firms.
Article: (co-authored with J.M. de Vries): “De markt na 2000: van distributiestructuren naar machtsstructuren”, Nijenrode Management Review, No. 5, july-august 1997.
Lecture: Profielen van het organisatie-advieswerk, lecture 5: “The case Electrotechnics Inc. University of Amsterdam, Faculty of Sociology, January 27, 1998.
Article: “Ondernemingsbestuur in Nederland: Van bedrijf naar concern”, Nijenrode Management Review, No. 8, January/February, 1998. Research Memorandum (with M.M.J. van Hest, student): Ondernemingsbestuur in Nederland, Nolan Norton Institute, 1998. (Results of an original empirical study).
Paper: “Organisaties vergelijkenderwijs”, vergeleken met de praktijk, Forum Organisatie-studies, SISWO, Amsterdam, March 25, 1998.
Paper: (with J.E. van Aken) to the EGOS 14th colloquium, Maastricht, June, 1998, The unconscious organization, on resistance to transformation.
Paper: “Het Management Charter”, Nijenrode Management Review, No. 11, Juli-Augustus 1998. This publication was nominated for the Professional Publication Award 1999 by the Dutch Association of Management Consultancy Firms.
Chapter: “The network spectrum: Entrepreneuring in a Network Environment”, in: H. van der Zee (ed.), Business transformation in a networked world. Amsterdam: Addison-Wesley Longman, 1999.
Key note address: Consumer Electronics or Electronic Consumers, paper on the strategic implications of electronic commerce, for senior marketing and product managers of Philips Electronics, CE EMEA, Utrecht, January 16, 1999 and for Philips dealers’ conference in Dublin, Ireland, February 2, 1999.
Lecture at Katholic University Nijmegen: Organization theory, case study KPMG, February 23, 1999.
Paper: De betekenis van Peter F. Drucker, in het bijzonder voor de organisatie-adviseur, OOA-lezingen cyclus (in cooperation with SISWO), Leusden, Netherlands, March 3, 1999. (Paper is filed on their request with the Peter F. Drucker Foundation in USA).
Lecture at the Erasmus University Rotterdam, Strategic Management, some observations of a practitioner, March 29, 1999.
Book: Het ontwerpen van een organisatie: de concernstructuur. Amsterdam: Financial Times/Prentice Hall, 2000.
Book (co-editor with Han van der Zee): (2000) Changing Business Designs for the 21st Century, Amsterdam, Addison-Wesley. Co-author of following contributions: Introduction, The transformation of Commerce, New concepts of leadership, The role of ICT in corporate strategy and management, Governance issues and models, sole author of The changing change concept: creative destruction.
Address University of Amsterdam: “Internal Governance als vraagstuk van moraliteit” [Internal Governance as an issue of morality]. To be published by the university.
Inaugural address University of Amsterdam: Internal governance: Leiding en organisatie in de nieuwe economie. Amsterdam, Amsterdam University Press, 2000. English version:
Article: “De Nieuwe Economie: Implicaties voor Organisatieontwerp en informatievoorziening”, Praktijkgids De Controller & Informatiemanagement, afl. 29. (december 2000), also published in M&I.
Address: “Internal Governance & Corporate Governance” First European Conference on Corporate Governance” Brussels, November 16-17, 2000.
Article: “E-commerce related management of change” at http://www.consultanthotpages.com/review/emanchange.html March 2000.
Article: “Management Consultancy in de Nieuwe Economie” at: http://www.consultanthotpages.com/ecom/deel1.html May 2000.
Article: “Management Consultancy in de nieuwe economie” in: Management en Organisatie, Vol. 54. No. 5/6, pages 174 – 197.
Article: “De organisatieadviseur, professionele of zakelijke dienstverlening?”, MAB, 74/12 (2000), p. 553-559.
Book (Co-editor with Han van der Zee). 2001. Capturing Value in the New Economy. Amsterdam: Finacial Times/Prentice Hall. Specific contributions: Ch. 1 “What’s new about the new economy and what isn’t?” and Ch. 9. (with Saskia de Ridder) “Exit considerations, exit types and exit strategies”.
Strikwerda, J. 2001. “Nieuwe-werkende-organisatievormen”. Holland Management Review, 18(77): 8-22.
Strikwerda, J. 2001. “De rust van businessmodellen en de snelheid van business designs”. Holland Management Review, 18(80): 8-21.
Address: “Employee Shareholder: Shareholder or Stakeholder” The Conference Board European Congress on Corporate Governance, Amsterdam February 8, 2001.
Paper: An entrepreneurial Model of Corporate Governance: Devolving Powers ot Subsidiary Boards, 4th International Conference on Corporate Governance and Direction, Henley Management College, UK, 15-17 October 2001. Strikwerda, J. (2003). "An entrepreneurial model of corporate governance: devolving powers to subsidiary boards". Corporate Governance, 3(2): 38-57.
Paper: A Market for Corporate Governance Systems, EFFAS/DVA-conference Berlin, Sept. 5-6, 2001.
Brouwer, S., & Strikwerda, J. 2002. “Social Capital”. In J. T. M. v. d. Zee, & J. Strikwerda (Eds.), Managing the Paradox of Growth. Groningen: Gopher.
Strikwerda, J., & Zee, J. T. M. v. d. 2002. “New Strategic Dilemmas”. In J. T. M. v. d. Zee, & J. Strikwerda (Eds.), Managing the Paradox of Growth. Groningen: Gopher.
Strikwerda, J. 2002. “Business models, business designs and profit models”. In J. T. M. v. d. Zee, & J. Strikwerda (Eds.), Managing the Paradox of Growth. Groningen: Gopher.
Strikwerda, J., & Rijnders, D. P. M. 2002. “What is happening to management control?” In J. T. M. v. d. Zee, & J.Strikwerda (Eds.), Managing the Paradox of Growth. Groningen: Gopher.
Strikwerda, J., & Wely, E. J. M. v. 2002. “A new code of change”. In H. T. M. v. d. Zee, & J. Strikwerda (Eds.), Managing the Paradox of Growth. Groningen: Gopher.
Strikwerda, J. 2002. “Wat is ondernemingsbestuur?” MAB, 76(1/2): 54-64.
Strikwerda, J. 2002. “Nieuwe grenzen aan beheerste organisatieverandering “. Holland Management Review, 19(84): 32-43.
Strikwerda, J. 2002 “Postmodernisme, postmoderne organisaties, en implicaties voor management control”, Universiteit van Amsterdam, verdiepingscollege handel en industrie, gepubliceerd op: www.managementconsult.nl
Strikwerda, J. 2002. "Strategic Supremacy in a Network Economy". In J. T. M. v. d. Zee, & J. Strikwerda (Eds.), Creating Futures, Step by Step: How to think and act strategically in times of economic uncertainty. De Meern-Utrecht: Nolan, Norton & Co.
Strikwerda, J. (2003). "Postmodernisme, postmoderne organisaties en implicaties voor management control". MAB, 77(5): 242-250.
Strikwerda, J. 2003. "An entrepreneurial model of corporate governance: devolving powers to subsidiary boards". Corporate Governance, 3(2): 38-57.
Strikwerda, J. 2003. The need for institutional change as prerequisite for economic growth. Paper presented at the Conference: Strategy, alliances, vulnerability and trust, Groningen.
Strikwerda, J. 2003. Nieuw spel, nieuwe regels voor het bedrijfsleven? Paper presented at the BIG Congres: Een zaak van vertrouwen, Groningen.
Strikwerda, J. (2003). Shared Service Centers: van kostenbesparing naar waardecreatie. Assen: Van Gorcum - Stichting Management Studies. (5nd printing). This book was awarded the 2005 ROA Best Professional Publication-Price.
Strikwerda, J. 2004. “ The logic of the operating model under changing scarcities and new technologies: An exercise in the foundations of business administration?” Paper presented at the Amsterdam graduate Business School Theory Seminar, Amsterdam. This paper may be downloaded for free from:http://ssrn.com/abstract=719984 .
Strikwerda, J. 2004. "Shared Service Centers: hoe weerstanden bij de invoering daarvan te overwinnen". Holland Management Review, 21(95): 46-53.
Strikwerda, J. 2004. "Policy Governance: Bestuur en Toezicht voor instellingen voor hoger onderwijs". Tijdschrift voor Hoger Onderwijs & Management, 11(3): 15-21.
Strikwerda, J. 2004. "Shared Service Centers en Control in de Publieke Sector". Tijdschrift voor Public Control, forthcoming- geaccepteerd.
Strikwerda, J., & Rijnders, D. 2004. Macchiavelli in Europa: Effecten van Asymmetrische Liberalisatie in de Europese Postmarkt: 80 p. Utrecht: Nolan Norton Institute, studie in opdracht van TPG-Post.
Strikwerda, J. 2004. "Organisatievormen en intern beheer". In A. D. Bac, A. J. Bindinga, J. C. A. Gortemaker, H. C. Kocks, & P. Wallage (Eds.), Handboek Accountancy, Vol. C 1040: 1-36. Deventer: Kluwer.
Strikwerda, J., Starre, D., Swierstra, H., & Zee., J. T. M. v. d. 2004. Kosten en baten van een brede toepassing van open standaarden en open source software in de Nederlandse publieke sector. Onderzoek in opdracht van (via de stichting ICTU, Programma OSOSS) de Ministeries van Binnenlandse Zaken en Koninkrijksrelaties en van Economische Zaken: 96 p. Utrecht: Nolan Norton Institute.
Strikwerda, J., & Rijnders, D. 2005. "Possible End Games in the European Postal Market: Qui Bone?" In M. A. Crew, & P. R. Kleindorfer (Eds.), Regulatory and Economics Changes in the Postal and Delivery Sector. Amsterdam: Kluwer Academic Publishers.
Strikwerda, J. 2005. Growth, Governance and Organisation: On power strategy and modular organisation. Assen-Utrecht: Van Gorcum – NNC
Strikwerda, J. 2005. "Shared service centers en gemeenten". Openbaar bestuur, 15(4): 28-31.
Strikwerda, J. 2005. "De marginalisering van change management". Holland Management Review, 22(101): 17-31.
Strikwerda, J. 2005. To be or not to be: in control, Controllers Magazine, Vol. 19: 4; Page 38-42.
Strikwerda, J. 2005. "Goed bestuur van onderwijs: Principes voor educational governance". In F. H. J. G. Brekelmans, P. W. A. Huisman, & J. M. M. v. d. Ven (Eds.), Educational Governance - Symposiumbundel Nederlandse Vereniging voor Onderwijsrecht 2004, Vol. 24: 17-34. Den Haag: Sdu.
Strikwerda, J. 2005. "Innovatie van organisatievormen". Management Executive, 3(5): 44-49 + pdf (30p) op www.kluwermanagement.nl.
Volkers, J. C., Huitema, G. B., Strikwerda, J., & IJsbrandy, C. M. 2005. Van waardeketen naar waardenetwerk: oplossingen voor de organisatie van de Nederlandse energiemarkt (Rapport geschreven in opdracht van de Directie Energiemarkt van het Ministerie van Economische Zaken): 110 p. Groningen: Stichting Energy Valley.
Strikwerda, J., & Rijnders, D. (2005). Possible End Games in the European Postal Market: Qui Bone? In M. A. Crew & P. R. Kleindorfer (Eds.), Regulatory and Economics Changes in the Postal and Delivery Sector. Amsterdam: Kluwer Academic Publishers.
Strikwerda, J. (2006). Modulaire organisatie van de externe en de interne organisatie. Holland Management Review, 23(108), 29-39.
Strikwerda, J., m.m.v., Mogendorff, D., Verhoeven, S., & Starre, D. (2006). Interoperabiliteit in de publieke sector: Een IT-probleem of een bestuurlijke uitdaging? (pp. 53). Utrecht: Nolan Norton Institute.
Strikwerda, J. (2007). Een hardleerse overheid. Holland Management Review, 117, 8-15.
Strikwerda, J. (2007). Het vraagstuk van de assurancefunctie in de 21ste eeuw. In Willem Verhoog, P. v. d. Zanden & R. Schouten (Eds.), Assurance voor de 21e eeuw (pp. 25-41). Amsterdam: NIVRA-VERA.
Strikwerda, J. (Ed.). (2007). Executing Strategy in Turbulent Times: How capital markets impact corporate strategy. Assen-Zeist: Van Gorcum - Nolan, Norton & Co.
Strikwerda, J. (2008). Van unitmanagement naar multidimensionale organisaties. Assen - Den Haag: Van Gorcum - Stichting Management Studies.
Strikwerda, J. (2008). De multidimensionale organisatie. Holland Management Review, 25(118), 26-37.
Strikwerda, J. (2008). De plaats en rol van de accountant in de 21e eeuw: Het vraagstuk van de aard en organisatie van assurance. MAB(Maart), 77-88.
Strikwerda, J. (2008). Het uitvoeren van een strategie waarin afnemerssynergieĎn centraal staan. Holland Management Review, 122(November-december), 1-15.
Strikwerda, J. (2008). The Emergence of the Multidimensional Organization: SSRN.
Zande, M. v. d., & Strikwerda, J. (2008). Balanceren tussen democratie en efficiency. Overheidsmanagement(2), 20-24.
Strikwerda, J. (2009). Rol, taken en plaats van de business controller. Holland Management Review, 24(123), 35-46.
Strikwerda, J. (2009). Terug van weggeweest: de Strategy Audit. Holland Management Review, 125, 23-31.
Strikwerda, J. (2009). How to Combine a Group Strategy with Subsidiary Governance? SSRN eLibrary.
Strikwerda, J. (2009). Wat is de opdracht van het bestuur van de onderneming? Holland Management Review(128), 2-10.
Strikwerda, J. (2009). Naar integrerend en multidimensionaal besturen: naar een nieuw conceptuele grondslag voor de organisatie van de rijksdienst. In H. Bekke, K. Breed & P. d. Jong (Eds.), Naar een collegiaal en samenhangend overheidsbestuur - De lokale bestuurspraktijk als wenkend perspectief voor het rijk? Den Haag: SDU.
Strikwerda, J. (2009). Over Professionalisering en kwaliteit van het adviesvak - Wat is professioneel adviseren? In M. Dubbeldam & W. Goedmakers (Eds.), De lerende adviseur - Trends in professionalisering. Amsterdam: Mediawerf.
Strikwerda, J. (2009). De vermaatschappelijking van de economie. In E. Roos Lindgreen, J. Strikwerda & N. Wielaard (Eds.), Het nieuwe ondernemen. Den Haag: Stichting Maatschappij en Onderneming.
Strikwerda, J., & Stoelhorst, J. W. (2009). The Emergence and Evolution of the Multidimensional Organization. [Article]. California Management Review, 51(4), 11-31.
Strikwerda, J. (2010). Shared Service Centers II: Van kostenbesparing naar waardecreatie. Assen/ Den Haag: Van Gorcum/ Stichting Management Studies.
Strikwerda, J. (2010). De noodzaak van meta-verandering. Holland Management Review, 129(januari-februari), 70-74.
Strikwerda, J. (2010). Shared service centers 2.0. Holland Management Review, 27(133), 50-56.
Strikwerda, J. (2010). Command & Control in the Multidimensional Organization. SSRN eLibrary.
Strikwerda, J. (2010). De rol van de organisatieadviseur in de eenentwintigste eeuw. Tijdschrift voor Management en Organisatie (M&O), 64(6), 95-115.
Damen, G. A., Dubel, J., & Strikwerda, J. (Eds.). (2011). Competing on Information: Beyond the Dominance of Structures. Assen/Zeist: VanGorcum/Nolan, Norton & Co.
Strikwerda, J. (2011). Het realiseren van een cultuuromslag. Holland Management Review, 28(135), 27-34.
Strikwerda, J. (2011). 'Zachte factoren': hoe om te gaan met sociaal-psychologische factoren in leidinggeven en organisatie? Holland Management Review, 28(136), 16-24.
Strikwerda, J. (2011). De organisatie van informatie van de onderneming: een normatief kader? MAB, 85(Juni), 317-332.
Strikwerda, J. (2011). Competing on Information: An Exploration of Concepts. SSRN eLibrary.
Strikwerda, J. (Ed.). (2011). Veertig jaar management studies: Liber amicorum voor Barbera van Dijkum. Assen: Koninklijke Van Gorcum.
Strikwerda, J. (2011). The Economic Role of Management Consultants in the Information Society. Paper presented at the 5th International Conference of Management Consulting, Academy of Management, Amsterdam.
Strikwerda, J. (2012). De Nederlandse Corporate Governance Code: Ingeleid, toegelicht en becommentarieerd. Assen: Van Gorcum.
Strikwerda, J. (2012). Investeringen in informatietechnologie renderen via immateriĎle activa. Holland Management Review, 141(Jan-Feb), 17-24.
Strikwerda, J. (2012). Organization Design in the 21st Century: From Structure Follows Strategy to Process Follows Proposition. SSRN eLibrary.
Strikwerda, J. (2012). Organization Design in the 21st Century: From Structure Follows Strategy to Process Follows Proposition. iTunes Store.
Strikwerda, J. (2012). De raad van toezicht en de strategie van de instelling. In G. Minderman, R. Goodijk & S. v. d. Berg (Eds.), Waar is de raad van toezicht? Deel II. Den Haag: Boom Lemma uitgevers.
Strikwerda, J. (2012). Een paradigma verschuiving in ondernemingsbestuur? Paper presented at the CMBO Colloquium, Tilburg.
Campbell, A., & Strikwerda, J. (2013). The Power of One: Toward the New Intergrated Organization. Journal of Business Strategy, 2(34), 4-12.
Saly, A. W., & Strikwerda, J. (2013). Concurreren met informatie vanuit een gevestigde onderneming. Holland Management Review, 30(148), 50-57.
Strikwerda, J. (2013). De Nederlandse Corporate Governance Code: Noodzaak voor correctie en vernieuwing. MAB, 87(januari/februari), 43-55.
Strikwerda, J. (2013). Het gebruik van gedragswetenschappelijk aspecten in assurance, audit en management control. MAB, 87(4), 126-143.
Strikwerda, J. (2013). Reflections on Management Consultancy in the 21st Century. In A. F. Buono, L. d. Caluwé & A. Stoppelenburg (Eds.), Exploring the Professional Identity of Management Consultants (Vol. Research in Management Connsulting). Charlotte NC: Information Age Publishing.
Strikwerda, J. (2013). The transformation of management consulting from the second industrial revolution to the third industrial revolution. Paper presented at the International Conference ICMCI, Vilnius, Lithuania.
Book reviews published: in every issue of the News Letter of the Dutch Society of Organization Consultants (1994-1996) and in a number of issues of the Holland Management Review and in Management Consultant.
Supervisor of a number of business administration students (various educational institutions) doing their practical work for their thesis at various companies, non-profit and governmental institutions, and of students of the post-doctoral courses for controllers and for internal auditors of the University of Amsterdam (on issues of internal governance, strategy and control in their own organization).
Born: December 3, 1952 in the county of Naaldwijk, the Netherlands, Dutch nationality. Lives with E. (Nora) E. van Delft.
Two daughters, Roos and Anne.
Latest update: September , 2013