-
Ansattprofil

Kim van Oorschot

Professor - Institutt for regnskap, revisjon og foretaksøkonomi

Biografi

Dr. Kim van Oorschot is Professor Project Management & System Dynamics in the Department of Leadership and Organizational Behaviour at the BI Norwegian Business School. Her current research focuses on decision-making, trade-offs, and tipping points in dynamically complex settings, like new product development (NPD) projects. Her research projects are aimed at discovering so-called ‘decision traps': decisions that seem to be good on the short term, but have counterproductive effects on the long term. For this purpose she develops system dynamics models based on actual project data. She also teaches system dynamics and project management to executive and master students.

Before working at BI, Kim van Ooschot was an assistant professor at the Eindhoven University of Technology (The Netherlands), in the School of Industrial Engineering. Before that, she was a Post-Doc at Tilburg University at the Information Management department, and a research fellow at INSEAD, France. From 2002 until 2006 (after finishing her PhD project), she was a consultant at Minase Consulting BV, working for large international companies like ASML, DSM, KPN, NXP, and Stork Fokker on projects aimed at improving business processes.

Kim van Oorschot has published in such journals as Academy of Management Journal, Journal of Management Studies, Production and Operations Management, Journal of Product Innovation Management, Journal of the Operational Research Society, and International Journal of Operations and Production Management.

Research areas
Project Management; Systems Thinking and System Dynamics; Decision Making & Managing Complexities; Poduct Development & Innovation.

Teaching areas
Project Management; Systems Thinking and System Dynamics.

Google scholar: http://scholar.google.no/citations?user=e575J3MAAAAJ&hl=no

Publikasjoner

van Oorschot, Kimball Elizabeth; Wassenhove, Luk N. van & Jahre, Marianne (2022)

Collaboration–competition dilemma in flattening the COVID-19 curve

Production and operations management Doi: 10.1111/poms.13709

Testing for COVID-19 is a key intervention that supports tracking and isolation to pre-vent further infections. However, diagnostic tests are a scarce and finite resource, soabundance in one country can quickly lead to shortages in others, creating a competitivelandscape. Countries experience peaks in infections at different times, meaning that theneed for diagnostic tests also peaks at different moments. This phase lag implies oppor-tunities for a more collaborative approach, although countries might also worry aboutthe risks of future shortages if they help others by reallocating their excess inventoryof diagnostic tests. This article features a simulation model that connects three sub-systems: COVID-19 transmission, the diagnostic test supply chain, and public policyinterventions aimed at flattening the infection curve. This integrated system approachclarifies that, for public policies, there is a time to be risk-averse and a time for risk-taking, reflecting the different phases of the pandemic (contagion vs. recovery) andthe dominant dynamic behavior that occurs in these phases (reinforcing vs. balancing).In the contagion phase, policymakers cannot afford to reject extra diagnostic tests andshould take what they can get, in line with a competitive mindset. In the recovery phase,policymakers can afford to give away excess inventory to other countries in need (one-sided collaboration). When a country switches between taking and giving, in a form oftwo-sided collaboration, it can flatten the curve, not only for itself but also for others.

van Oorschot, Kim E.; Akkermans, Henk, Wassenhove, Luk N. van & Wang, Yan (2022)

Organizing for Permanent Beta: Performance Measurement Before versus Performance Monitoring After Release of Digital Services

International Journal of Operations & Production Management Doi: 10.1108/IJOPM-03-2021-0211 - Fulltekst i vitenarkiv

Purpose Due to the complexity of digital services, companies are increasingly forced to offer their services “in permanent beta”, requiring continuous fine-tuning and updating. Complexity makes it extremely difficult to predict when and where the next service disruption will occur. The authors examine what this means for performance measurement in digital service supply chains. Design/methodology/approach The authors use a mixed-method research design that combines a longitudinal case study of a European digital TV service provider and a system dynamics simulation analysis of that service provider's digital service supply chain. Findings With increased levels of complexity, traditional performance measurement methods, focused on detection of software bugs before release, become fragile or futile. The authors find that monitoring the performance of the service after release, with fast mitigation when service incidents are discovered, appears to be superior. This involves organizational change when traditional methods, like quality assurance, become less important. Research limitations/implications The performance of digital services needs to be monitored by combining automated data collection about the status of the service with data interpretation using human expertise. Investing in human expertise is equally important as investing in automated processes. Originality/value The authors draw on unique empirical data collected from a digital service provider's struggle with performance measurement of its service over a period of nine years. The authors use simulations to show the impact of complexity on staff allocation.

Walrave, Bob; Dolmans, Sharon, van Oorschot, Kim E., Nuijten, Arno L. P., Keil, Mark & van Hellemond, Stefan (2022)

Dysfunctional Agile-Stage-Gate Hybrid Development: Keeping Up Appearances

International Journal of Innovation and Technology Management (IJITM), 19(3) Doi: 10.1142/S0219877022400041

Viana, Joe; van Oorschot, Kimball Elizabeth & Årdal, Christine Oline (2021)

Assessing Resilience Of Medicine Supply Chain Networks To Disruptions: A Proposed Hybrid Simulation Modeling Framework

Kim, Sojung; Feng, Ben, Smith, Katy, Masoud, Sara, Zheng, Zeyu, Szabo, Claudia & Loper, Margaret (red.). Proceedings of the 2021 Winter Simulation Conference

The objective of the proposed hybrid simulation modeling framework is to improve the understanding and operation of medicine supply chains, to strengthen their resilience to ensure the availability of medicines. The framework draws upon hybrid simulation, supply chain resilience and medicine supply chain literature. The utility of the proposed framework is presented through the development of a case model of a generic (off-patent) case medicine in the Norwegian system to perform scenario-based experiments on disruption events and interventions. Two disruption scenarios are evaluated a demand shock e.g., hoarding, and a supply shock, e.g., a major disruption at a key supplier. The effect of these disruptions on the system without interventions is compared with proactive and reactive interventions, namely prepositioned stock, and flexible ordering. Future directions for framework development have been identified.

Gottschalk, Petter & Van Oorschot, Kim (2021)

Escalation Of Darkness By White-Collar Offenders: A Case Study Of Environmental Crime Convenience

Journal of International Doctoral Research, 8(1), s. 178- 204.

Commitment to goals can escalate to such an extent that it encourages deviant behaviour even after detection of a crime. A case study illustrates how detection of environmental crime in one country led to environmental crime in another country. The Probo Koala tanker ship was to deliver another shipment of coker gasoline waste to the Ivory Coast, and her sister ship, Probo Emu, both owned by Trafigura, was preparing for the same journey. Trouble started when the illegal waste shipment was detected. Trafigura management quickly found an alternative destination for the waste, where an explosion harming local citizens occurred. The case of redirecting the tanker ship to Norway is studied as a dark project by application of convenience theory, which suggests that offenders have financial motives, organizational opportunities, as well as willingness for deviant behavior caused by escalating commitment to illegal behavior to reach goals such as getting rid of the hazardous waste.

de Vries, Harwin; Jahre, Marianne, Selviaridis, Kostas, Van Oorschot, Kim & Van Wassenhove, Luk N. (2021)

Short of Drugs? Call Upon Operations and Supply Chain Management

International Journal of Operations & Production Management, 4(10), s. 1569- 1578. Doi: 10.1108/IJOPM-03-2021-0175

Purpose –This “impact pathways”paper argues that operations and supply chain management (OSCM) could help address the worsening drug shortage problem in high-income countries. This significant societal problem poses difficult challenges to stakeholders given the complex and dynamic nature of drug supply chains. OSCM scholars are well positioned to provide answers, introducing new research directions for OSCM in the process. Design/methodology/approach –To substantiate this, the authors carried out a review of stakeholder reports from six European countries and the academic literature. Findings–There is little academic research and no fundamental agreement among stakeholders about causes of shortages. Stakeholders have suggested many government measures, but little evidence exists on their comparative cost-effectiveness. Originality/value –The authors discuss three pathways of impactful research on drug shortages to which OSCM could contribute: (1) Developing an evidence-based system view of drug shortages; (2) Studying the comparative cost-effectiveness of key government interventions; (3) Bringing supply chain risk management into the government and economics perspectives and vice versa. Our study provides a baseline for future COVID-19-related research on this topic

Karlsen, Jan Terje; Solli-Sæther, Hans Arthur, Van Oorschot, Kim & Vaagaasar, Anne Live (2021)

Managing trust and control when offshoring information systems development projects by adjusting project goals

International Journal of Technology Management, 85(1), s. 42- 77. Doi: 10.1504/IJTM.2021.113693

This article presents a study of two projects focusing on the relationships of two Nordic clients with suppliers in low-cost countries. It explores the interplay between trust and control when offshoring information systems development projects. The key insight reveals that trust is not a substitute for control, no matter its level. The paper offers several contributions. First, we build a conceptual model for exploring the relationship between trust and control and the role of actual project performance. Second, the study reveals that trust supports a team's willingness to share knowledge, and control facilitates its ability to do so. Furthermore, our analysis shows that the impact of trust and control on project performance is better managed through the adjustment of project goals instead of adjusting the levels of trust and control. Finally, we contribute to theory through the development of a causal model of trust, control, actual performance, and project goals.

Hansen, Morten Juel; Vaagen, Hajnalka & Van Oorschot, Kim (2020)

Team Collective Intelligence in Dynamically Complex Projects—A Shipbuilding Case

Project Management Journal, 51(6), s. 633- 655. Doi: 10.1177/8756972820928695 - Fulltekst i vitenarkiv

In concurrent engineering projects driven by short delivery times, team performance rests on the team’s capability to quickly and effectively handle different, emergent issues. We conducted an exploratory study of a large, dynamically complex project in which team members had a record of “good problem-solving abilities.” The study revealed how the team members demonstrated a collective ability to swiftly handle emergent issues, which again decreased the intensity of time and performance pressure. Beyond formal processes combined with lean practices, supporting this ability were situation awareness, task-based subgroups, direct lines of communication, and trust.

Akkermans, Henk & Van Oorschot, Kim (2018)

Relevance Assumed: A Case Study of Balanced Scorecard Development Using System Dynamics

kunc, martin (red.). System Dynamics - Soft and Hard Operational Research

Van Oorschot, Kim; Wang, Yan & Akkermans, Henk (2018)

Throbbing between two lives: Resource pooling in service supply chains

Proceedings of the Annual Hawaii International Conference on System Sciences (HICSS) Doi: 10.24251/hicss.2018.137

Van Oorschot, Kim; Sengupta, Kishore & Van Wassenhove, Luk N. (2018)

Under pressure: The effects of iteration lengths on agile software development performance.

Project Management Journal, 49(6), s. 78- 102. Doi: 10.1177/8756972818802714

Pieters, Angele; Van Oorschot, Kim, Akkermans, Henk & Brailsford, Sally (2018)

Improving inter-organizational care-cure designs: specialization versus integration

Journal of Integrated Care, 26(4), s. 328- 341. Doi: 10.1108/JICA-02-2018-0018

van Oorschot, Kim; Solli-Sæther, Hans & Karlsen, Jan Terje (2018)

The knowledge protection paradox: imitation and innovation through knowledge sharing

International Journal of Technology Management, 78(4), s. 310- 342. Doi: 10.1504/IJTM.2018.095760

Western multinational corporations (MNCs) that want market access in China have to share knowledge with Chinese partners. This may expose them to imitation, so MNCs prefer to protect knowledge resulting in a strategic paradox: MNCs have to both share and protect knowledge. To analyse this paradox, we developed a theoretical conceptual model capturing the tensions and feedback cycles of this paradox. Next, based on data from the shipbuilding industry, a system dynamics model was developed to simulate the long-term effects of sharing and protecting strategies. The results indicate that protection is detrimental to long-term success, because it undercuts the trust of the Chinese supplier and irreparably reduces innovation rates. Knowledge protection thus reduces instead of increases the ability to share (new) knowledge in the future. A sharing strategy increases imitation, but also trust and knowledge sharing by the Chinese partner, such that it enhances the MNC's innovation rate and long-term performance.

van Oorschot, Kim; Eling, Katrin & Langerak, Fred (2018)

Measuring the Knowns to Manage the Unknown: How to Choose the Gate Timing Strategy in NPD Projects

Journal of Product Innovation Management, 35(2), s. 164- 183. Doi: 10.1111/jpim.12383 - Fulltekst i vitenarkiv

Stage‐wise timing of new product development (NPD) activities is advantageous for a project's performance. The literature does not, however, specify whether this implies setting and adhering to a fixed schedule of gate meetings from the start of the project or allowing flexibility to adjust the schedule throughout the NPD process. In the initial project plan, managers and/or development teams often underrate the time required to complete the project because of task underestimation. Although the level of task underestimation (i.e., the unknown) is not identifiable at the start of the project, our study argues that project managers and/or teams can manage the unknown by measuring three project conditions (i.e., the knowns) during front‐end execution, and use their values to select the best gate timing strategy. These project conditions entail: (i) the number of unexpected tasks discovered during the front‐end, (ii) the willingness of customers to postpone their purchase in case the execution of these unexpected tasks would lead to a delayed market launch, and (iii) the number of unexpected tasks discovered just before the front‐end gate. Together these conditions determine whether a more fixed or more flexible gate timing strategy is most appropriate to use. The findings of a system dynamics simulation corroborate the supposition that the interplay between the three project conditions measured during front‐end execution determines which of four gate timing strategies with different levels of flexibility (i.e., one fixed, one flexible, and two hybrid forms) maximizes new product profitability. This finding has important implications for both theory and practice as we now comprehend that the knowns can be used to manage the unknown.

Walrave, Bob; Romme, A. Georges L., van Oorschot, Kim & Langerak, Fred (2017)

Managerial attention to exploitation versus exploration: toward a dynamic perspective on ambidexterity

Industrial and Corporate Change, 26(6), s. 1145- 1160. Doi: 10.1093/icc/dtx015 - Fulltekst i vitenarkiv

Managerial attention to exploitation and exploration has a strong influence on organizational performance. However, there is hardly any knowledge about whether senior managers need to adjust their distribution of attention to exploitation and exploration in response to major changes in demand patterns in their industry. Drawing on the analysis of a panel data set of 86 firms in the information technology industry exposed to an economic recession and recovery, we find that successfully navigating an economic downturn demands more managerial attention to exploration, while leveraging the subsequent upswing requires more attention to exploitation. As such, this study contributes to the literature by providing a dynamic perspective on ambidexterity: that is, senior managers need to redistribute their attention to exploration and exploitation to effectively meet the changing environmental demands over time.

van Oorschot, Kim (2017)

Shared Space for Organizations: Enablers for Innovative Projects

Sankaran, Shankar; Müller, Ralf & Drouin, Nathalie (red.). Cambridge Handbook of Organizational Project Management

van Oorschot, Kim; Van Wassenhove, Luk N., Sengupta, Kishore & Akkermans, Henk (2016)

Have we lost the ability to listen to bad news?

The European Business Review, s. 7- 11.

Akkermans, Henk & van Oorschot, Kim (2016)

Pilot Error? Managerial Decision Biases as Explanation for Disruptions in Aircraft Development

Project Management Journal, 47(2), s. 79- 102. Doi: 10.1002/pmj.21585

Solli-Sæther, Hans; Karlsen, Jan Terje & van Oorschot, Kim (2015)

Strategic and cultural misalignment: Knowledge sharing barriers in project networks

Project Management Journal, 46(3), s. 49- 60. Doi: 10.1002/pmj.21501

Walrave, Bob; van Oorschot, Kim & Romme, Sjoerd (2015)

How to counteract the suppression of exploration in publicly traded corporations

R&D Management, 45(5), s. 458- 473. Doi: 10.1111/radm.12094

van Oorschot, Kimball Elizabeth; Dille, Therese & Söderlund, Jonas (2014)

Hamburgers and Broccoli: The averaging bias in project management

Academy of Management Proceedings, 2014(1) Doi: 10.5465/ambpp.2014.17228abstract

Abdel-Hamid, Tarek; Ankel, Felix, Battle-Fisher, Michele, Gibson, Bryan, Gonzalez-Parra, Gilberto, Jalali, Mohammed, Kapainen, Kirsikka, Kalupahana, Nishan, Karanfil, Ozge, Marathe, Achla, Martinson, Brian, McKelvey, Karma, Nath Sarbadhikari, Suptendra, Pinauro, Stephen, Poucheret, Patrick, Pronk, Nicolaas, Qian, Ying, Sazonov, Edward, van Oorschot, Kim, Venkitasubramanian, Akshay & Murphy, Philip (2014)

Public and health professionals' misconceptions about the dynamics of body weight gain/loss

System Dynamics Review, 30(1-2), s. 58- 74. Doi: 10.1002/sdr.1517

van Oorschot, Kim (2013)

System dynamics for project management research

Drouin, Nathalie; Müller, Ralf & Sankaran, Shankar (red.). Novel Approaches to Organizational Project Management Research: Translational and Transformational

van Oorschot, Kim; Akkermans, Henk, Sengupta, Kishore & Van Wassenhove, Luk N. (2013)

Anatomy of a Decision Trap in Complex New Product Development Projects

Academy of Management Journal, 56(1), s. 285- 307. Doi: 10.5465/amj.2010.0742

Smets, Lydie; van Oorschot, Kim & Langerak, Fred (2013)

Don't Trust Trust: A Dynamic Approach to Controlling Supplier Involvement in New Product Development

Journal of Product Innovation Management, 30(6), s. 1145- 1158. Doi: 10.1111/jpim.12051

van Burg, Elco & van Oorschot, Kim (2012)

Cooperating to commercialize technology: A dynamic model of fairness, experience, and cooperation

Production and operations management, 22(6), s. 1336- 1355. Doi: 10.1111/j.1937-5956.2012.01331.x

Akkermans, Henk; van Oorschot, Kim & Peeters, Winfried (2011)

Three is a crowd? On the benefits of involving contract manufacturers in collaborative planning for three-echelon supply networks

Choi, Tsan-Ming & Cheng, T.C. Edwin (red.). Supply chain coordination under uncertainty

van Oorschot, Kim; Langerak, F. & Sengupta, Kishore (2011)

Escalation, De-escalation, or Reformulation: Effective Interventions in Delayed NPD Projects

Journal of Product Innovation Management, 28(6), s. 848- 867. Doi: 10.1111/j.1540-5885.2011.00846.x

Van Oorschot, Kim (2018)

Går prosjektlederen i brokkolifellen?

Dagens næringsliv [Kronikk]

van Oorschot, Kim; Karlsen, Jan Terje & Solli-Sæther, Hans (2017)

Del kunnskapen med kineserne. Skal du lykkes i Kina, er det bedre å dele kunnskap enn å forsøke å beskytte den

Dagens næringsliv [Kronikk]

van Oorschot, Kim; Solli-Sæther, Hans & Karlsen, Jan Terje (2014)

Lurt å dele kunnskap?

Sunnmørsposten [Kronikk]

Karlsen, Jan Terje; Solli-Sæther, Hans, van Oorschot, Kim & Vaagaasar, Anne Live (1)

Kan du stole på din utenlandske leverandør?

BI Leadership Magazine [Kronikk]

van Oorschot, Kim; Solli-Sæther, Hans & Karlsen, Jan Terje (1)

Lurt å dele kunnskap?

BI Leadership Magazine [Kronikk]

Viana, Joe; Jahre, Marianne, Årdal, Christine Oline & van Oorschot, Kim E. (2021)

Medicine supply chain resilience: A hybrid simulation cost effectiveness analysis study of disruption intervention strategies,

[Academic lecture]. European Conference on Operational Research [EURO].

Viana, Joe; Jahre, Marianne, Årdal, Christine Oline & van Oorschot, Kim E. (2021)

Defining measures, identifying, and obtaining data to conduct (cost) effectiveness analysis of medicine supply chains

[Academic lecture]. Operational Research Applied to Health Services [ORAHS] conference.

de Vries, Harwin; Jahre, Marianne, Selviaridis, Kostas, Van Oorschot, Kim & Van Wassenhove, Luk N. (2021)

A review of scientific and grey literature on medicine shortages and the need for a research agenda in Operations and Supply Chain Management

[Report]. BI Norwegian Business School.

High-income countries are facing a significant and worsening drug shortage problem. This position paper argues that operations and supply chain management (OSCM) could (and perhaps should) be used more widely to help address this issue: 1) the problem has significant societal impacts, 2) it poses complex questions for stakeholders and finding answers is challenging due to the complex and dynamic nature of drug supply chains, 3) OSCM scholars are well positioned to provide answers, and 4) the problem introduces fundamentally new research directions for OSCM. To substantiate this, we carried out a review of key stakeholder reports from six European countries and a systematic review of academic literature. These show that there is no real agreement among stakeholders about what causes the shortages and that there are few academic studies that examine this. We also show that stakeholders have suggested many different government measures – ranging from ‘reshoring production’ to revising procurement policies and increasing stock levels – but that there is little research that provides evidence on their comparative cost-effectiveness. Based on our findings, we discuss three promising research directions to which our discipline could contribute.

Nujen, Bella B.; Solli-Sæther, Hans, Van Oorschot, Kim & Mwesiumo, Deodat Edward (2020)

The Double-Edged Dynamics of Post-acquisition Integration

[Academic lecture]. European International Business Academy EIBA.

Van Wassenhove, Luk N. & Van Oorschot, Kim (2020)

Flattering curves: Leveraging the shapes of a pandemic

[Report]. INSEAD Humanitarian Research Group.

Van Oorschot, Kim (2020)

Why countries should give away COVID-19 tests post-peak

[Popular scientific article]. BI Business Review

Van Oorschot, Kim (2019)

Deadlines help project teams face pressure

[Popular scientific article]. BI Leadership Magazine, s. 16- 17.

Van Oorschot, Kim (2018)

Throbbing between two lives: resource pooling in service supply chains

[Academic lecture]. HICSS 2018.

Van Oorschot, Kim; Karlsen, Jan Terje & Solli-Sæther, Hans Arthur (2017)

Del kunnskapen med kineserne

[Popular scientific article]. BI Business Review

van Oorschot, Kim (2017)

Managing the unknown

[Popular scientific article]. BI Leadership Magazine, s. 38- 39.

Walrave, Bob; dolmans, sharon, van Oorschot, Kim & van hellemond, stefan (2016)

Concurrent plan-driven versus sequential agile development - Keeping up appearances in embedded systems development

[Academic lecture]. International Product Development Management Conference.

van Oorschot, Kim (2016)

How do you make sense of bad news and good vibes?

[Popular scientific article]. BI Leadership Magazine, s. 26- 27.

van Oorschot, Kim (2016)

Causal loop diagramming

van der Duin, Patrick (red.). Foresight in Organizations - Methods and Tools

Vaagaasar, Anne Live; Van Oorschot, Kim & Karlsen, Jan Terje (2015)

Kan du stole på din utenlandske leverandør?

[Popular scientific article]. BI Business Review

Karlsen, Jan Terje; Solli-Sæther, Hans, Solli-Sæther, Hans, van Oorschot, Kim & Vaagaasar, Anne Live (2015)

Kan du stole på din utenlandske leverandør?

[Popular scientific article]. BI Business Review

van Oorschot, Kim (2015)

Pilot error in management decisions

[Popular scientific article]. BI Leadership Magazine

Karlsen, Jan Terje; Solli-Sæther, Hans & van Oorschot, Kim (2015)

The role of uncertainty on boundary spanning activities in offshore IS projects

[Academic lecture]. International Research Network on Organizing by Projects (IRNOP).

van Oorschot, Kim; Eling, Katrin & Langerak, Fred (2015)

Hindsight is easier than foresight: The advantages of 'hybrid' gate timing

[Academic lecture]. International Product Development Management Conference.

Walrave, Bob; van Oorschot, Kim & Romme, Sjoerd (2014)

Counteracting the suppression process

[Academic lecture]. International Conference of the System Dynamics Society.

van Oorschot, Kim; Solli-Sæther, Hans & Karlsen, Jan Terje (2014)

Sharing knowledge or not? Innovation and imitation in shipbuilding projects in China

[Academic lecture]. Academy of Management Conference.

van Oorschot, Kim; Dille, Therese & Söderlund, Jonas (2014)

Hamburgers & Broccoli - the averaging bias in project management

[Academic lecture]. Academy of Management Conference.

Solli-Sæther, Hans; van Oorschot, Kim & Karlsen, Jan Terje (2013)

When Entry Strategy Becomes Exit Strategy: Knowledge Transfer in Innovative Shipbuilding Projects in China

[Academic lecture]. SMS Special Conference Lake Geneva.

van Oorschot, Kim; Solli-Sæther, Hans & Karlsen, Jan Terje (2013)

When enter strategy becomes exit strategy: Knowledge transfer in innovative shipbuilding projects in China

[Academic lecture]. 11th edition of IRNOP (International Research Network on Organizing by Projects).

Solli-Sæther, Hans; Vaagaasar, Anne Live, van Oorschot, Kim & Karlsen, Jan Terje (2013)

The organizing of offshoring projects: Copying with control mechanisms and trust

[Academic lecture]. 11th edition of IRNOP (International Research Network on Organizing by Projects).

Solli-Sæther, Hans; Karlsen, Jan Terje & van Oorschot, Kim (2013)

Knowledge sharing in innovative shipbuilding projects: An international case study of a triad

[Academic lecture]. 11th edition of IRNOP (International Research Network on Organizing by Projects).

Walrave, Bob; van Oorschot, Kim & Romme, Sjoerd (2013)

Fighting the bear and riding the bull

[Academic lecture]. Academy of Management Conference.

van Oorschot, Kim; Sengupta, Kishore, Van Wassenhove, Luk N. & Akkermans, Henk (2013)

Bad news & Good vibes: rational & emotional information in complex new product development projects

[Academic lecture]. Academy of Management Conference.

Pieters, Angele; van Oorschot, Kim, Akkermans, Henk & Brailsford, Sally (2013)

Care and cure: combine or collaborate? Evaluating interorganizational designs in healthcare

[Academic lecture]. Academy of Management Conference.

Solli-Sæther, Hans; Karlsen, Jan Terje, Vaagaasar, Anne Live & van Oorschot, Kim (2013)

Offshoring i partnerskap

[Popular scientific article]. Prosjektledelse, s. 8- 14.

Smets, Lydie; van Oorschot, Kim & Langerak, Fred (2012)

Don’t trust trust – A dynamic approach to controlling outsourced engineering

[Academic lecture]. 19th International Product Development Management Conference.

Smets, Lydie; van Oorschot, Kim & Langerak, Fred (2012)

Don’t trust trust – A dynamic approach to controlling outsourced engineering

[Academic lecture]. 19th International Product Development Management Conference.

Pieters, Angele; van Oorschot, Kim & Akkermans, Henk (2012)

Care & cure combined: Using simulation to develop organization design theory for health care processes

[Academic lecture]. The 30th International Conference of the System Dynamics Society.

van Oorschot, Kim; Sengupta, Kishore, Akkermans, Henk & Wassenhove, Luk N. van (2012)

Bad news & good vibes - rational and emotional decision making in complex new product development projects

[Academic lecture]. 2nd Tilburg Conference on Innovation.

Akkermans, Henk & van Oorschot, Kim (2012)

Pilot error? Managerial decision biases against concurrency as explanation for delays in new aircraft development programmes

[Academic lecture]. 3rd International Air Transport and Operations Symposium.

van Oorschot, Kim & Akkermans, Henk (2012)

Pilot Error? Managerial decision biases against concurrency as explanation for delays in new aircraft development programmes

[Academic lecture]. The 30th International Conference of the System Dynamics Society.

van Oorschot, Kim (2012)

Planning for creativity

[Academic lecture]. Prosjekt 2012.

van Oorschot, Kim (2012)

Hamburgers & Broccoli

[Academic lecture]. BI Alumni Dag.

van Oorschot, Kim (2012)

Causale diagrammen

van der Duin, Patrick (red.). Toekomstonderzoek voor organisaties - Handboek methoden en technieken

Smets, Lydie; van Oorschot, Kim & Langerak, Fred (2011)

Things Get Worse Before Getting Better: Outsourcing NPD Activities

[Academic lecture]. 18th International Product Development Management Conference.

Akademisk grad
År Akademisk institusjon Grad
2001 Eindhoven University of Technology Ph.D.
1996 Eindhoven University of Technology Master of Science
Arbeidserfaring
År Arbeidsgiver Tittel
2016 - Present BI Norwegian Business School Professor
2020 - 2021 NTNU Department of International Business Adjunct Professor (Professor II)
2013 - 2017 CEDEP Guest lecturer
2011 - 2016 BI Norwegian Business School Associate Professor
2011 - 2013 INSEAD Guest lecturer
2008 - 2011 Eindhoven University of Technology Assistant Professor
2007 - 2008 University of Tilburg Post-Doc
2006 - 2007 INSEAD Research Fellow
2002 - 2006 Minase Consulting BV Consultant
2001 - 2002 Eindhoven University of Technology Post-Doc