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Main Affiliations



  • Postdoctoral: Advanced Institute of Management Research, UK
    • London Business School, Strathclyde Business School, Lancaster School of Management
  • PhD in Management: Rotterdam School of Management, Erasmus University Rotterdam 
  • Marie Curie Fellow: Manchester School of Management, Alliance Manchester Business School
  • Visiting PhD student: Insead
  • MSc Applied Computer Science: Free University of Brussels
  • Specialized Master in Business Economics: Universidad Autonoma de Madrid & KULeuven
  • MSc Applied Economics: KULeuven


Manuel Hensmans is an Associate Professor of Strategic Management & Innovation at the Solvay Brussels School of Economics and Management, ULB. Before joining Solvay, he was a research fellow at Rotterdam School of Management, Manchester School of Management, London Business School and Strathclyde Business School. Manuel also was a research fellow at the Advanced Institute of Management Research, UK.

Manuel teaches courses in Strategy, International Strategy and Innovation Strategy at the MSc, MBA and Executive levels. He has acted as an Associate Professor at Toulouse Business School, an executive lecturer at Rotterdam School of Management and an executive tutor at London Business School..

Manuel's papers have been accepted for publication in journals such as MIT Sloan Management Review, Organization Studies, Management International Review, Long Range Planning, Organization and .Journal of Organizational Change Management; as well as in various books.  

His most recent book is called Strategic Transformation, Palgrave 2013, which was adapted and translated in Chinese in 2015. The Financial Times described it as the "Chief Executive's in-depth guide to how to sustain and refresh strategy over time".  

Selected Publications

  • Hensmans, M. and Liu, G. Forthcoming. How do the Normativity of Headquarters and the knowledge autonomy of subsidiaries co-evolve? Innovation Capability-upgrading processes of Chinese subsidiaries in Belgium  Management International Review 
    (Focused Issue “Chinese Direct Investment into the European Union”)
  • Hensmans, M., and Van Bommel, K. 2018. Social Movements. In International Encyclopedia of Strategic Communication Heath, R. L. (ed.) & Johansen, W. (ed.) Wiley-Blackwell.
  • Hensmans, M. 2017. Competing Through Joint Innovation. MIT Sloan Management Review, Winter 2017 Issue: Special Report: Keeping Pace With Emerging Markets, 26-34.
  • Hensmans, M. 2015. The Trojan horse mechanism and reciprocal sense-giving to urgent strategic change. Journal of Organizational Change Management, 28(), 1038- 1075.
  • Hensmans, M. (with G. Johnson and G. Yip)  2015. 战略转型:赢时思变 (edited Chinese version of Strategic Transformation) CEIBS: China Machine Press.
  • Hensmans, M. (with G. Johnson and G. Yip)  2013. Strategic Transformation: Changing While Winning. Palgrave MacMillan. (described by the Financial Times  as “the Chief Executive’s guide to sustaining strategy over time”)
  • Hensmans, M. (with G. Johnson and G. Yip) 2012. "Achieving Successful Strategic Transformation", MIT Sloan Management Review53 (3): 24-32.
  • Hensmans, M. 2010. A Republican Settlement Theory of the Firm: Applied to Retail Banks in England and the Netherlands (1830-2007)ERIM PhD Series193,
  • Hensmans, M. 2003. "Social Movement Organizations : a metaphor for Strategic Actors in institutional fields", Organization Studies24 (3) : 355-381.
  • Hensmans, M., Bosch, F. van den, Volberda, H.  2001. “Clicks versus Bricks in the Emerging On-Line Financial Services Industry”, LongRangePlanning 34(2).

Contributions to Societal Debates

Updated on May 2, 2019