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Dennis Veltrop

Position and department:
Assistant professor, Accounting

Short bio:
Dennis Veltrop obtained his PhD in 2012 from the University of Groningen. Dennis is also co-founder of and holds a research position at De Nederlandsche Bank. Dennis’ research focuses on boards of directors and top management teams, with a focus on the behavioral dynamics operating within boards.

Main areas of expertise include diversity, leadership, and governance. Dennis has a great range of experience in performance evaluations for boards of directors (see Dennis’ expertise revolves around what is driving the effectiveness of boards and individual directors residing within these boards.

Ongoing projects:
Forewarned is Forearmed: Investigating the interplay between structure and behavior in boardrooms (PhD project Irene Mostert, funded by De Nederlandsche Bank)
Boards of directors reside at the apex of organizations and play a crucial role for the governance of organizations. Board effectiveness is a burgeoning research area. Scholars studying boards mainly focus, however, on structural (publicly visible) characteristics of boards (e.g., board composition in terms of independent directors or committees). Unfortunately, this has failed to materialize in unequivocal findings. By building on the governance literature and the organizational behavioral literature, we acknowledge that boards are social groups and that to understand what is driving board effectiveness, it is necessary to focus on the interplay between structure and behavior within boards.

Boards under pressure (funded by Het Nationaal Register)
Boards play a crucial role for the governance of organizations. The majority of research implicitly assumes, however, that boards function in rather stable way. An important aspect of board effectiveness, however, is that boards need to able to effectively deal with critical situations. Critical situations are exceptional situations that have a large impact on the organization or the board itself. Effectively dealing with critical situations, such as finding a new CEO or a hostile takeover, ultimately determines whether a board is effective or not. We know surprisingly little about what is driving board effectiveness in dealing with these critical situations. Funded by ‘Het Nationaal Register’ the goal of this research is to find out (1) how boards deal with critical situations, (2) what factors play a role in dealing with these critical situations, and (3) what makes boards effective in dealing with critical situations.


  1. Veltrop, D., Molleman, H., Hooghiemstra, R., & van Ees, H. (2016). The relationship between tenure and outside director task involvement: A social identity perspective. Journal of Management.
  2. Veltrop, D., Hermes, C., Postma, T., & de Haan, J. (2015). A Tale of Two Factions: Why and When Factional Demographic Faultlines Hurt Board Performance. Corporate Governance - An International Review, 23(2), 145-160.
  3. Veltrop, D. B. (2012). On board(s): studying boards of directors as human decision making groups Groningen: University of Groningen, SOM research school
  4. Veltrop, D. B., Hooghiemstra, R. B. H., & van Manen, J. A. (2011). Boardroom dynamics: Een onderzoek naar onderlinge verhoudingen in de boardroom. Groningen: NBA-RUG.
  5. Veltrop, D. B., & van Manen, J. A. (2010). De hete aardappel van zelfevaluatie binnen raden van commissarissen. Goed Bestuur & Toezicht, tijdschrift over governance, 1, 34 - 40.
Last modified:30 June 2017 2.01 p.m.