Mario Schijven

Mario Schijven

Assistant Professor of Business Administration

  • Email

Contact

343D Wohlers Hall

1206 S. Sixth

Champaign, IL 61820

217-300-0555

schijven@illinois.edu

Vita

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Listings

Educational Background

  • Ph.D., Organization and Strategy, Tilburg University, 2008
  • M.Sc., Organization and Strategy, Tilburg University, 2003

Positions Held

  • Assistant Professor of Business Administration, Business Administration, University of Illinois, 2014 to present
  • Assistant Professor of Management, Texas A&M University, Mays Business School, 2008-2014

Recent Publications

  • Tochman Campbell, J., Sirmon, D., & Schijven, M. (2016). Fuzzy logic and the market: A configurational approach to investor perceptions of acquisition announcements. Academy of Management Journal, 59 163-187.
  • Harrison, J., & Schijven, M., A. Risberg, D.R. King, & O. Meglio (Ed.) (2016). Event-study methodology in the context of M&As: A reorientation. The Routledge Companion to Mergers and Acquisitions London: Routledge.

Other Publications

Article

  • Bingham, C., Heimeriks, K., Schijven, M., & Gates, S. (2015). Concurrent learning: How firms develop multiple dynamic capabilities in parallel. Strategic Management Journal, 36 1802-1825.
  • Heimeriks, K., Schijven, M., & Gates, S. (2012). Manifestations of higher-order routines: The underlying mechanisms of deliberate learning in the context of post-acquisition integration. Academy of Management Journal, 55 703-726.
  • Schijven, M., & Hitt, M. (2012). The vicarious wisdom of crowds: Toward a behavioral perspective on investor reactions to acquisition announcements. Strategic Management Journal, 33 1247-1268.
  • Hitt, M., King, D., Krishnan, H., Makri, M., Schijven, M., Shimizu, K., & Zhu, H. (2009). Mergers and acquisitions: Overcoming pitfalls, building synergy, and creating value. Business Horizons, 52 523-529.
  • Barkema, H., & Schijven, M. (2008). How do firms learn to make acquisitions? A review of past research and an agenda for the future. Journal of Management, 34 594-634.
  • Barkema, H., & Schijven, M. (2008). Toward unlocking the full potential of acquisitions: The role of organizational restructuring. Academy of Management Journal, 51 696-722.

Chapter in a Book

  • Hitt, M., King, D., Krishnan, H., Makri, M., Schijven, M., Shimizu, K., & Zhu, H., D. Faulkner, S. Teerikangas, & R. J. Joseph (Ed.) (2012). Mergers and acquisitions: Overcoming pitfalls, building synergy, and creating value. Oxford Handbook of Mergers and Acquisitions Oxford: Oxford University Press.
  • Brymer, R., Hitt, M., & Schijven, M., A. Burton-Jones & J. –C. Spender (Ed.) (2011). Cognition and human capital: The dynamic interrelationship between knowledge and behavior. Oxford Handbook of Human Capital Oxford: Oxford University Press.

Conference Proceeding

  • Tochman Campbell, J., Sirmon, D., & Schijven, M. (2013). The good, the bad, and the fuzzy: A configurational approach to mergers and acquisitions. Seventy-third Annual Meeting of the Academy of Management.
  • Heimeriks, K., & Schijven, M. (2009). Caution or causation? The underlying mechanisms of deliberate learning in the context of post-acquisition integration. Sixty-ninth Annual Meeting of the Academy of Management.
  • Schijven, M. (2006). Experience homogeneity or experience heterogeneity? A stepwise approach to acquisition capability development. Sixty-Sixth Annual Meeting of the Academy of Management.
  • Schijven, M. (2005). Curing the firm's indigestion: Organizational restructuring and the dynamics of acquisition performance. Sixty-fifth Annual Meeting of the Academy of Management.

Presentation

  • Schijven, M. (2017). Invited talk. Hong Kong University.
  • Schijven, M. (2016). Beyond the experience curve: Learning and selection in corporate development activities. Academy of Management Conference.
  • Schijven, M. (2016). Beyond the experience curve: Learning and selection in corporate development activities. Academy of Management Conference.
  • Schijven, M. (2016). Mergers and acquisitions: Research, practice, and teaching. Academy of Management Conference.
  • Schijven, M. (2016). Mergers and acquisitions: Research, practice, and teaching. Academy of Management Conference.
  • Schijven, M., & Martin, X. (2016). The locus of acquisition capability development: Organizational hierarchy and the context specificity of experience. Strategic Management Society.
  • Schijven, M., Haleblian, J., & Kolev, K. (2016). The governance of learning: Monitoring capability development in the context of acquisitions. Strategic Management Society.
  • Zardkoohi, A., Kuban, S., Nalick, M., Bierman, L., & Schijven, M. (2016). Lobbying strategy: The choice between insourcing and outsourcing activities. Academy of Management 2016 Annual Meeting.
  • Heimeriks, K., & Schijven, M. (2015). Capability building in corporate development departments: Structure and experience transfer. Academy of Management 2015 Annual Meeting.
  • Nalick, M., Kuban, S., Xu, K., & Schijven, M. (2014). Unmasking firms’ political ideological associations. Academy of Management Annual Meeting.
  • Schijven, M. (2014). Invited talk. Foster School of Business, University of Washington.
  • Schijven, M. (2014). Invited talk. University of St. Gallen.
  • Heimeriks, K., & Schijven, M. (2013). Centralize or decentralize? The effect of structure and power on acquisition integration performance. Strategic Management Society.
  • Bingham, C., Heimeriks, K., Schijven, M., & Gates, S. (2013). Concurrent learning: How firms build multiple capabilities in parallel. Academy of Management Annual Meeting.
  • Schijven, M., Nadolska, A., Boons, M., & Barkema, H. (2013). The right people for the job: Integrating corporate strategy, top team composition, and learning. Academy of Management Annual Meeting.
  • Tochman Campbell, J., Sirmon, D., & Schijven, M. (2013). The good, the bad, and the fuzzy: A configurational approach to acquisitions. Academy of Management Annual Meeting.
  • Schijven, M. (2013). Invited talk. University of Illinois at Urbana-Champaign.
  • Schijven, M. (2013). Learning to manage corporate development portfolios. Strategic Management Society Conference.
  • Schijven, M. (2013). Learning to manage corporate development portfolios workshop. Strategic Management Society Pre-conference.
  • Schijven, M. (2013). Mergers and acquisitions process colloquium. Strategic Management Society Pre-conference.
  • Schijven, M. (2013). Mergers and acquisitions process colloquium. Strategic Management Society Conference.
  • Bingham, C., Heimeriks, K., & Schijven, M. (2012). Parallel learning: How firms build capabilities concurrently. N/A.
  • Bingham, C., Heimeriks, K., & Schijven, M. (2012). Parallel learning: How firms build capabilities concurrently. Academy of Management 2015 Annual Meeting.
  • King, D., Patel, P., & Schijven, M. (2012). Organizational indigestion: Managerial capacity as a limit to acquisitive growth. Academy of Management 2015 Annual Meeting.
  • Schijven, M. (2012). Invited talk. University of Illinois at Urbana-Champaign.
  • Schijven, M. (2012). Invited talk. Smeal College of Business, Penn State University.
  • Amiryany, N., & Schijven, M. (2011). Acquiring capabilities and the importance of routines: An exploratory case study. Strategic Management Society 2011 Annual Conference.
  • Brymer, R., Schijven, M., Sirmon, D., & Tuggle, C. (2011). Second-order fit in mergers and acquisitions. Acadeny of Management 2011 Annual Meeting.
  • Schijven, M. (2011). Invited talk. University of Groningen.
  • Schijven, M. (2011). Invited talk. Tuck School of Business, Dartmouth College.
  • Barkema, H., Nadolska, A., & Schijven, M. (2010). The contrasting demands of acquisitive and organic growth: The role of the top management team. Academy of Management 2010 Annual Meeting.
  • Brymer, R., Schijven, M., & Sirmon, D. (2010). Second-order fit in mergers and acquisitions. Strategic Management Society 2010 Annual Conference.
  • King, D., & Schijven, M. (2010). Investors as advisors to strategic decisions: A behavioral model of acquisition due diligence length. Academy of Management 2010 Annual Meeting.
  • Schijven, M. (2010). Invited member and speaker. VU University Amsterdam.
  • Schijven, M. (2010). M&A at the crossroads. Strategic Management Society 2010 Annual Conference.
  • Barkema, H., Nadolska, A., & Schijven, M. (2009). The contrasting demands of acquisitive and organic growth: The role of top management team composition and experience. Strategic Management Society 2009 Annual Conference.
  • Heimeriks, K., & Schijven, M. (2009). Caution or causation? The underlying mechanism of deliberate learning in the context of post-acquisition integration. 2009 Organization Science Winter Conference.
  • Heimeriks, K., & Schijven, M. (2009). Caution or causation? The underlying mechanisms of deliberate learning in the context of post-acquisition integration. Academy of Management 2009 Annual Meeting.
  • Hitt, M., & Schijven, M. (2009). Perceiving perceptions: A behavioral model of investor reactions to acquisition announcements. Academy of Management 2009 Annual Meeting.
  • Martin, X., & Schijven, M. (2009). The locus of acquisition capability development: Business-unit experience interplay across firm and industry boundaries. 2009 Organization Science Winter Conference.
  • Schijven, M. (2009). Caution or causation? The underlying mechanism of deliberate learning in the context of post-acquisition integration. 2009 Organization Science Winter Conference.
  • Martin, X., & Schijven, M. (2008). An inside look at acquisition capability development: Experience heterogeneity and the locus of organizational learning. Strategic Management Society 2008 Annual Conference.
  • Schijven, M. (2008). An inside look at acquisition capability development: Experience heterogeneity and the locus of organizational learning. Academy of Management 2008 Annual Meeting.
  • Barkema, H., & Schijven, M. (2007). Cracking the code: The joint importance of experience homogeneity and heterogeneity in acquisition capability development. Strategic Management Society 2007 Annual Conference.
  • Barkema, H., & Schijven, M. (2007). Towards unlocking the full potential of acquisitions: The role of organizational restructuring. Strategic Management Society 2007 Annual Conference.
  • Martin, X., & Schijven, M. (2007). The anatomy of organizational learning: Towards an integrative framework of the performance effects of experiential and vicarious learning. 2007 Organizational Learning, Knowledge, and Capabilities (OLKC.
  • Schijven, M. (2007). The anatomy of organizational learning: Towards an integrative framework of performance effects. Academy of Management 2007 Annual Meeting.
  • Barkema, H., & Schijven, M. (2006). A dynamic approach to explaining acquisition performance: The role of organizational restructuring. Annual Conference on Corporate Strategy 2006.
  • Schijven, M. (2006). Experience homogeneity or experience heterogeneity? A stepwise approach to acquisition capability development Annual Conference on Corporate Strategy 2006.
  • Schijven, M. (2006). Experience homogeneity or experience heterogeneity? A stepwise approach to acquisition capability development Academy of Management 2006 Annual Meeting.
  • Schijven, M. (2005). Curing the firm’s indigestion: Organizational restructuring and the dynamics of acquisition performance Academy of Managment 2005 Annual Meeting.
  • Schijven, M. (2005). International acquisitions and the internal boundaries of the firm: Enabling rapid expansion Academy of Management 2017 Annual Meeting.
  • Schijven, M. (2005). The fertility and fragility of horizontal acquisition capability: A dynamic approach to improving acquisition performance Academy of Management 2017 Annual Meeting.
  • Schijven, M. (2004). How knowledge sharing affects the performance contribution of international acquisitions: Striking a balance through reorganization Academy of Management 2004 Annual Meeting.
  • Schijven, M. (2004). How knowledge sharing affects the performance contribution of international acquisitions: Striking a balance through reorganization Academy of International Business 2013 Annual Meeting at Istanbul.

Honors and Awards

  • Senior Extramural Fellowship, CentER Graduate School, Tilburg University, 2012-2018
  • List of Teachers Ranked as Excellent; fall 2017; "Strategic Management" (BADM 449; required undergraduate capstone course), UIUC, 2017
  • List of Teachers Ranked as Excellent (with Outstanding Ratings); fall 2016; "Corporate Strategy Research" (BADM 549C; doctoral course), UIUC, 2016
  • List of Teachers Ranked as Excellent (with Outstanding Ratings); fall 2016; "Empirical Methodology in Strategy Research" (BADM 549B; doctoral course), UIUC, 2016
  • Winner, BPS Outstanding Reviewer Award, Academy of Management, 2015,2016,2005-2011
  • List of Teachers Ranked as Excellent (with Outstanding Ratings); spring 2015; "Corporate Strategy Research" (BADM 549C, doctoral course), UIUC, 2015

Grants

  • Mays Business School Research Mini-Grant, 2010

Services

  • Board Member, Strategic Management Journal, 2013 to present
  • Board Member, Academy of Management Journal, 2011 to present
  • Co-organizer, Academy of Management, 2015-2017
  • Board Member, Journal of Management, 2011-2017
  • Representative-at-Large, Corporate Strategy Interest Group, Strategic Management Society, 2014-2015

Current Courses

  • Business Policy and Strategy (BADM 449) Analysis of policy formulation and implementation from a company-wide standpoint; emphasis on integration of knowledge and approaches across functional areas; both endogeneous and exogeneous factors which affect company policies; and the role of the firm in society. 3 undergraduate hours. No graduate credit.
  • Corporate Strat Research (BADM 549) Seminar on current theoretical and empirical research relating to emerging areas of knowledge in the strategic management field. Reflecting the emphasis of current research on strategic and organizational phenomena, topics vary from year to year. May be repeated in the same or separate terms to a maximum of 4 hours. Students may take multiple topics under the course designation, but can only take each topic once for credit towards degree requirements.
  • Empirical Meth in Strat Res (BADM 549) Seminar on current theoretical and empirical research relating to emerging areas of knowledge in the strategic management field. Reflecting the emphasis of current research on strategic and organizational phenomena, topics vary from year to year. May be repeated in the same or separate terms to a maximum of 4 hours. Students may take multiple topics under the course designation, but can only take each topic once for credit towards degree requirements.
  • SEIB Brown Bag Seminar (BADM 590) Special topics in the general area of business. Topics are selected by the instructor at the beginning of each term. Approved for letter and S/U grading. May be repeated if topics vary; unlimited credit hours for graduate and professional students.
  • Proseminar in Strategy (BADM 591) Lectures in topics of current interest not covered by regular course offerings. Subjects are announced in the Class Schedule. Approved for letter and S/U grading. May be repeated in the same term and/or separate terms as topics vary; unlimited credit hours for graduate and professional students.

Contact

343D Wohlers Hall

1206 S. Sixth

Champaign, IL 61820

217-300-0555

schijven@illinois.edu

Vita

Google Scholar