Rob van Eijbergen is an internationally operating business consultant, part-time professor, mediator and executive coach and highly experienced and authentic consultant. He works both for both the private sector and public sector. and is equally at ease at the workplace as in the boardroom.
Rob van Eijbergen aims for making a living while being socially responsible at the same time. The latter is reflected in particular in the work he does for developing countries and orders for educational institutions. Within organizations he works at individual- as well as organizational development.
"Change is not a destination, just as hope is not a strategy."
Rob Eijbergen is Professor in integrity of organizations at University of Humanities in Utrecht He leads research into the effectiveness of organizational change and Organizational integrity.He teaches Organizational Change and integrity of organisations.
Growing a culture requires a good storyteller. Changing a culture requires a persuasive editor.
Rob van Eijbergen develops and conducts leadership programs and other professional development programs for both business communities and the government. In addition, he develops and guides intervision and supervision processes.
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ORGANIZATIONAL CHANGE & DEVELOPMENT
Rob van Eijbergen has over 20 years of experience in managing change, both in the public and private sector, in the Netherlands and in many other countries.
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EXECUTIVE (TEAM) COACHING
Rob van Eijbergen is an experienced executive (team) coach in the field of strategic issues and personal effectiveness. He uses a directive, demand-driven approach. .
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MEDIATION
Rob van Eijbergen is an experienced mediator both for public and private sector.
Restructuring Cultural change Employee satisfaction Mergers Integrity
Holtrop Ravesloot & Partners www.holtropravesloot.nl In cooperation with HRP Rob van Eijbergen councils supervisor boards. The first half of year 2013 he was acting chairman of the supervisory board of the Public School Community Hengelo and conducted an investigation into the functioning of the supervisory board of the Beatrix Hospital in Winterswijk.
PBLQ https://www.pblq.nl/ For the PBQL he is co-moderator of the regional leadership programme for the city of Amsterdam and surrounding cities. Comenius www.comeniusleergang.nl For Comenius is the moderator of the European Leadership programme
Publications
Eijbergen, R. van (2019) Inaugural lecture at the Free university Integriteit en kwaliteit van Organisaties: https://sbe.vu.nl/nl/Images/Oratie_Rob_van_Eijbergen_VU_2019_tcm257-912399.pdf Eijbergen, R. van (2018) Integriteit van Organisaties: een sociaal psychologisch perspectief. In M. Jurgens & R. Stijnen (eds.) Compliance in het financieel toezicht. 37-43. Wolters Kluwer: Deventer. Dijk, G van, Eijbergen, R van & Witvliet, L (2017) White paper Wie neemt de leiding in de zorg Wisse, B, Eijbergen, R. van, (2016) Catering to the Needs of an Aging Workforce: The Role of Employee Age in the Relationship between Corporate Social Responsibility and Employee Satisfaction, Journal of Business Ethics. Schwella, E., Botha, C., Brand, D., Eijbergen, R .van, (2015) South African Governance, Oxford University Press: Oxford Bjorkman, J., Eijbergen, R. van, Minderman G.D. & Bekke, H., (editors) (2011), Public Leadership and added citizen value. Eleven International Publishing. Eijbergen, R. van, Verhagen, J., & Baay , R. de (editors) (2007).Organiserend veranderen of veranderend organiseren. Academic services: Utrecht. Eijbergen, R. van (2007). De buitenstaander. Management en Consulting, 6, 14. Eijbergen, R. van (2005). Proces begeleiden. Opleiding & Ontwikkeling, 3, 9-12. Eijbergen, R. van (2004). Implementing integral management in the Royal Netherlands Army. In D. Ose and C.M. Coops (Eds.). Nato Defence College report Series No 17: Rome. Eijbergen, R. van, & Burger, Y. (2003). Integraal Management: In Y.D. Burger, J in 't Veld & J.M. Cortlever-Keus (Eds.). Facetten, Sioo jaarboek (pp 82- 102). Lemma: Utrecht. Eijbergen, R. van (2003). De invoering en het effect van zelfsturende teams in organisaties (3e ed). Lemma: Utrecht. Eijbergen, R. van (2002). De democratische dialoog: In A.P. van den Berge & E. de Vries (Eds.). Werkconferenties, Concepten en recepten voor werkconferenties als veranderingsinstrument (pp 118 – 138). Lemma: Utrecht. Eijbergen, R. van (2001). Zelfsturende teams en de or. Samsom: Alphen aan de Rijn. Eijbergen, R. van (2001). Adviseren in Uzbekistan. Website bureau Interim Eijbergen, R. van, & Burger, Y. (2001). Integraal Management. Samsom: Alphen aan de Rijn. Burger, Y., & Eijbergen, R. van, (2000). Van interim manager tot organisatieadviseur: succesfactoren, competenties en praktische tips. Burgers, Y., & Eijbergen, R. van (1999). De Interim Manager. Sioo Nieuwsbrief. Eijbergen, R. van (1999). Paradoxen in Sociotechnische Veranderingsprocessen. Baakberichten. Eijbergen, R. van (1999). The implementation and effect of Self Directed Teams in organisations (1st ed). Lemma: Utrecht. Knippenberg, B. van, Eijbergen, R.. van, & Wilke, H.A.M. (1999).The use of soft and hard influence tactics in cooperative task groups. Group Processes and Intergroup Relations, 2, 321-334. Eijbergen, R. van (1999). Het effect van zelfsturende teams. Opleiding en Ontwikkeling, 6, 45-47. Eijbergen, R. van (1999). Zelfsturing door sturing. Opleiding en Ontwikkeling, 4, 51-52. Eijbergen, R. van (1999). The implementation and effect of Self Directed Teams. Dissertation, University of Leiden, Social Sciences. Kuipers, H. & Eijbergen, R. van (1996). Democratic Dialogue versus integral organisational change within the Sociotechnical System Theory. Finnish Work Research Bulletin, 5, 18-34. Eijbergen, R. van (1996). Implementing management by objectives in the Royal Dutch Army. Finnish Work Research Bulletin, 4, 29 -45. Breukelen, W. van, & Eijbergen, R. van (1995). Leiderschap en motivatie. In R. van der Vlist, H.O. Steensma, A. Kampermann, & J. Gerrichhauzen (Eds.), Handboek leiderschap in arbeidsorganisaties. Lemma: Utrecht. Kuipers, H., & Eijbergen, R. van (1994). De expert and anti-expert in Sociotechniek. Gedrag en Organisatie, 6, 316-330. Eijbergen, R. van, & Son, M.J. van (1993). Leren tijdens organisatieverandering. In H.O. Steensma, D. van Knippenberg, T. Borsboom, & M. van Son (Red.), Groepspsychologie: Van sociale beïnvloeding tot organisatieverandering. Leiden: DSWO Press. External Reports Eijbergen, R. van (2006). Feasibility study on export development in Indonesia Eijbergen, R. van (2005). Feasibility study on export development in Vietnam Eijbergen, R. van (2004). Feasibility study on export development in South Africa Eijbergen, R. van & Mihorda, M., (2003). The European integration process of Romania Eijbergen, R. van (2003). Evaluation report Train the Trainer: CBI Holland Eijbergen, R. van (2003). The role of the commercial attachees: Cairo Egypt Eijbergen, R. van (2002). Decentralizing the Romanian governmentTacis conference Brussels Eijbergen, R. van (2000). The role of a training institute in the democratization process of Uzbekistan. The open society research conference Timisora Eijbergen, R. van (1998). Sociotechnical Change. Weswa-conference: Rotterdam. Knippenberg, B. van, Eijbergen, R. van, & Steensma, H. (1997).Leiderschap en flexibiliteit. External report University of Leiden. Eijbergen, R. van & Kuipers, H., (1997). Sociotechnical change strategies: Dilemmas and paradoxes. In J.J. Boonstra & K.M. Bennebroek Gravenhorst (Eds.), ˆ European congress on work and organizational psychology. Verona, Italy, 39-56.
