Marcel van Assen Marcel van Assen

Endowed Professor
Expert areas: Management & Organisation (Change Management, Implementation of Change and Transition Processes, Innovation Management, Leadership, Operations Management, Performance Management, Quality Management, Service Management), Operations (Logistics Management, Operational Excellence), Strategy & Innovation (Process Innovation)

Biography Marcel van Assen is a Professor of Operational Excellence. He teaches (service) operations management / operational excellence in several MSc programs such as the Executive Master of Management & Organisation (MMO), the Executive Master of Operations &Supply Chain Excellence (MOS) and in the Executive Master of Finance & Control / Register Controller. In addition, he runs several master classes on Operational Excellence. The research of prof. Van Assen focuses on infrastructure, culture and leadership in operationally excellent organizations. He’s particularly interested in issues such as continuous improvement infrastructure, dynamic capability, operational ambidexterity and lean leadership. As a partner / managing consultant at OpX-Consultants BV he conducted over 100 consultancy projects on issues of strategy implementation, operations& innovation management and ambidexterity in both industrial and service organizations.


  • van Assen, M.F., & Caniëls, M.C.J. (2022). Economic and social LMX and innovative work behaviour: The moderating effect of paradox mindset. European Journal of Innovation Management, 25(6), 1057-1075.
  • Caniëls, M.C.J., Adamska, K.M., van Oortmerssen, L.A., & van Assen, M.F. (2021). Set your mind on it: The mediating role of mindset in the relationship between a learning-from-error climate and work-related flow. Current Psychology
  • van Assen, M.F. (2021). Lean, process improvement and customer-focused performance. The moderating effect of perceived organisational context. Total Quality Management & Business Excellence, 32(1), 57-75.
  • van Assen, M.F. (2021). Training, employee involvement and continuous improvement – the moderating effect of a common improvement method. Production Planning & Control, 32(2), 132-144.
  • van Assen, M.F. (2020). Empowering leadership and contextual ambidexterity – the mediating role of committed leadership for continuous improvement. European Management Journal, 38(3), 435-449.
  • van Oortmerssen, L.A., Caniëls, M.C.J., & van Assen, M.F. (2020). Coping with work stressors and paving the way for flow: Challenge and hindrance demands, humor, and cynicism. Journal of Happiness Studies, 21, 2257-2277.
  • Caniëls, M.C.J., & van Assen, M.F. (2019). How motivational orientations are related to ambidexterity. Kybernetes, 48(10), 2177-2189.
  • van Assen, M.F., & de Mast, J. (2019). Visual performance management as a fitness factor for Lean. International Journal of Production Research, 57(1), 285-297.
  • van Assen, M.F. (2018). Exploring the impact of higher management’s leadership styles on Lean management. Total Quality Management & Business Excellence, 29(11-12), 1312-1341.
  • van Assen, M.F. (2018). The moderating effect of management behavior for Lean and process improvement. Operations Management Research, 11(1-2), 1-13.
  • van Assen, M.F. (2018). Process orientation and the impact on operational performance and customer-focused performance. Business Process Management Journal, 24(2), 446-458.