Dr Michael Mol

Dr Michael Mol

The Department of Strategy and International Business
Professor of Strategic and International Management

Contact details

Address
University of Birmingham
Edgbaston
Birmingham
B15 2TT
UK

Dr. Michael J. Mol is a part-time Professor of Strategic and International Management at Birmingham Business School. He obtained his PhD in Strategic and International Management from Rotterdam School of Management, Erasmus University Rotterdam, where he also got an MSc degree with double majors in strategy and logistics. Michael further holds a CEMS Master Degree. Previously Michael was a Professor in and Head of the Strategy and International Business Group at Warwick Business School. In the United Kingdom he also worked at London Business School and Henley Business School. Michael is a Dutch national and has worked, studied or been an official visiting scholar at eleven universities in six countries, including the Wharton School at the University of Pennsylvania. He is also currently a Professor of Strategic and International Management in the Department of Strategy and Innovation at Copenhagen Business School.

Qualifications

  • PhD in Strategic and International Management, Rotterdam 

Biography

Michael's research focuses on the strategic management of larger firms, with particular interests in innovation, especially management innovation (creation of new management practices) and open innovation, sourcing strategy, especially offshoring and outsourcing, and strategy in Africa. He tackles these issues from a variety of theoretical and methodical angles. His numerous publications have appeared in among others Academy of Management Review, California Management Review, Journal of the Academy of Marketing Science, MIT Sloan Management Review, Organization Studies, Research Policy, Strategic Organization, and Strategic Management Journal.

He has (co-)authored four books including ‘Outsourcing: Design, Process and Performance’ (Cambridge University Press) and Giant Steps in Management: Innovations that Change the Way we Work (FT Prentice Hall). Michael has won several awards for his research including the prestigious best article award from Academy of Management Review. He has also received a variety of national and international research grants. Michael serves on the editorial boards of eight academic journals, including Academy of Management Journal, Africa Journal of Management, Global Strategy Journal, Journal of International Business Studies and Management and Organization Review. He has been the recipient of grants from various (inter)national institutions. He appears regularly on a variety of global media outlets and has acted as a consultant to various firms and national and supranational institutions. He has a broad range of experience teaching at all levels and in program management.

Teaching

Michael provides various guest lectures at BBS.

Research

  • The strategies of large and multinational corporations
  • Sourcing strategy, particularly outsourcing and offshoring strategies
  • Innovation, especially management innovation (the creation of new management practices) and open innovation
  • Strategic management in Africa

Other activities

 

Publications

Frynas, G, M.J. Mol, & K. Mellahi (forthcoming) Radical management innovation made in China: Haier’s Rendanheyi. California Management Review.

Mol, M.J., & K. Brandl (2018) Bridging what we know: The effect of cognitive distance on knowledge-intensive business services produced offshore. International Business Review, 27(3), 669-677.

Monteiro, L.F., M.J. Mol, & J. Birkinshaw (2017) Ready to be Open? Explaining the Firm Level Barriers to Benefiting from Openness to External Knowledge. Long Range Planning, 50(2), 282-295.

Mol, M.J., & J. Birkinshaw (2014) The role of external involvement in the creation of management innovations. Organization Studies, 35(9), 1287-1312.

Mol, M.J., & C. Brewster (2014) The outsourcing strategy of local and multinational firms: A supply base perspective. Global Strategy Journal, 4(1), 20-34.

Bertrand, O., & M.J. Mol (2013) The antecedents and innovation effects of domestic and offshore R&D outsourcing: The contingent impact of cognitive distance and absorptive capacity. Strategic Management Journal, 34(6), 751-760.

Kotabe, M., M.J. Mol, J. Murray, & R. Parente (2012) Outsourcing and its implications for market success: Negative curvilinearity, firm resources, and competition. Journal of the Academy of Marketing Science, 40(2), 329-346.

Mol, M.J., & M. Kotabe (2011) Overcoming inertia: Drivers of the outsourcing process. Long Range Planning, 44(3), 160-178.