Dr. M.H. Rezazade Mehrizi

+31 20 59 82237
5a-64
m.rezazademehrizi@vu.nl
faculteit der economische wetenschappen en bedrijfskunde ( i,l&i )
Assistant Professor

Brief résumé

I am an assistant professor at Knowledge, Information and Networks research group, Faculty of Economics and Business Administration, VU University Amsterdam. I have a PhD in Science and Technology Policy from Sharif University of Technology, Iran (with the collaboration of  SPRU, University of Sussex), and am finishing my second the PhD in management science at ESADE Business School. My major focal area is knowledge management and organizational learning. More specifically, I have studied organizational learning from incidents and organizational unlearning. After doing my B.Sc. in electrical engineering at Sharif University of Technology, I shifted to management and I got my MBA in 2005 from Sharif University of Technology. After that, I started researching in different areas of knowledge and innovation management. In 2006, I received a grant to stay at SPRU (University of Sussex-UK) for working on innovation studies as part of a joint PhD program in Science and Technology Policy.

Research interests

  • Organizational Unlearning
  • Organizational Learning and Knowledge Management
  • Managing and Learning From Incidents and Failures

Teaching Courses

  • Organizational Learning and Knowledge Management
  • Organizational Unlearning
  • Information Systems Management
  • E-Business
  • Research Methodology (Research Design and Qualitative Research)
  • Personal Knowledge Management

Curriculum Vitae

Current Research Projects

Discontinuance of Legacy Systems and Technologies: Imagine a huge technological infrastructure at CERN for doing fascinating basic research. After more than a decade, new technologies are just coming and the “legacy” systems and technologies should be discontinued. This is more complex than what we might imagine (it is not simply like destroying an old building!) Legacy systems are attached to all aspects of organizations, including routines, experts, and other viable technologies. Discontinuing them is a transitional process. Something like when you want to move all the passengers of a wrecked ship to a new one, almost in the middle of ocean! Some people are just sleeping, some kinds are scary, and some parents are just frightened. You might find some teenagers who are excited to jump to the new ship. This is the story you get in organizations when they run discontinuance process. This research project has started four years and we have studied several organizations to see how they manage this transition.

Learning from Information Systems Incidents: You enter into your bank account and realize that there is a strange 200 Euro payment for yesterday. But you had not bought anything! Surprisingly, you call your bank and they ask a few questions and after a couple of hours they call you back and apologize for that and assure you that your money will be back in a few hours. They just say that it has been an incident, but “don’t worry, we are working on that and your money will be back!” You get your money back, but you cannot remain calm! You got so concerned whether and how your bank makes sure that this won’t happen anymore. This is the story that organizations are facing all days. They encounter numerous incidents, ranging from crashes of their systems to security and privacy breaches (see for example the case of SONY Play Station Incident). It is not enough that organizations simply manage each of these incidents. It is also critical that they learn from such incidents to be more prepared for future. In fact, intelligent organizations are those who learn deeper and faster. Is that easy? Surely not! This research project builds on the established tradition of organizational learning from incidents and tries to examine how organizations (fail to) learn from their IT incidents. We have studied a series of High-Tech companies and we are continuing by focusing on various industries and paying attention to the unique characteristics of each organization.

To find more about active research opportunities on these lines and discussing them, please contact me.

Publications

Nevenwerkzaamheden

Laatste wijzigingen Nevenwerkzaamheden: Amsterdam 06 februari 2017