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on blockchain, blockchain governance and smart contracts. He is the spokesperson for the Netherlands in the ISO TC 307 blockchain smart contracts workgroup and also active in the blockchain governance workgroup (WG3 and WG5). He published a book on the Legal Aspects of Blockchain, published by the UN and lead and published the research on Smart Contracts of the Dutch Blockchain Coalition.

Using the upper echelons perspective together with corporate governance and strategic renewal literature, this paper investigates how top managers' corporate governance orientation influences a firm's strategic renewal trajectories over time. Through both a qualitative analysis and a quantitative analysis , we investigate this under-researched question within the context of a large incumbent firm: Royal Dutch Shell plc. Our results indicate that top managers having an Anglo-Saxon corporate governance orientation are more likely to pursue exploitative and external-growth strategic renewal trajectories, while those having a Rhine corporate governance orientation are more likely to pursue exploratory and internal-growth strategic renewal trajectories. We also found a positive moderating effect of the proportion of shareholders from the Anglo-Saxon countries on exploitative and external-growth strategic renewal trajectories. Our findings indicate that top managers' corporate governance orientation can be an important antecedent of strategic renewal and of organizational ambidexterity, both of which influence corporate longevity.

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There is now almost a decade of experience with RRI (Responsible Research and Innovation), including a growing emphasis on RRI in industry. Based on our experiences in the EU-funded project PRISMA, we find that the companies we engaged could be motivated to do RRI, but often only after we first shifted initial assumptions and strategies. Accordingly, we formulate six lessons we learned in the expectation that they will be relevant both for RRI in industry as well as for the future of RRI more broadly. These lessons are: (1) Strategize for stakeholder engagement; (2) Broaden current assessments; (3) Place values center stage; (4) Experiment for responsiveness; (5) Monitor RRI progress; and (6) Aim for shared value.