Skip to main content
About HEC About HEC Faculty & Research Faculty & Research Master’s programs Master’s programs MBA Programs MBA Programs PhD Program PhD Program Executive Education Executive Education Summer School Summer School HEC Online HEC Online About HEC Overview Overview Who We Are Who We Are Egalité des chances Egalité des chances Career Center Career Center International International Campus Life Campus Life Stories Stories The HEC Foundation The HEC Foundation Faculty & Research Overview Overview Faculty Directory Faculty Directory Departments Departments Centers Centers Chairs Chairs Knowledge Knowledge Master’s programs Master in
Management Master in
Management
Dual-Degree
programs Dual-Degree
programs
MSc International
Finance MSc International
Finance
Specialized
Masters Specialized
Masters
Student Life Student Life Certificates Certificates
MBA Programs MBA MBA EMBA EMBA TRIUM EMBA TRIUM EMBA PhD Program Overview Overview HEC Difference HEC Difference Program details Program details Research areas Research areas HEC Community HEC Community Placement Placement Job Market Job Market Admissions Admissions Financing Financing Summer School Youth Leadership Initiative Youth Leadership Initiative Summer programs Summer programs Admissions Admissions FAQ FAQ HEC Online Overview Overview Degree Program Degree Program Executive certificates Executive certificates MOOCs MOOCs

Pierre DUSSAUGE

Professor

Strategy & Business Policy

 Profile picture

Biography

Pierre Dussauge holds an Msc. degree from HEC and earned a Ph.D. in Management Science from Paris-Dauphine University. He was a visiting professor of Corporate Strategy and International Business at the Ross Business School of the University of Michigan (Ann Arbor) from 1991 to 2003; he has also had teaching assignments at INSEAD (Fontainebleau, France), at IESE (Barcelona, Spain), at INCAE (Costa Rica), at the Indian School of Business (Hyderabad), at Tsinghua University (Beijing, China), etc.
Pierre Dussauge is the author or co-author of several books in the field of strategic management (Strategic Technology Management, J. Wiley & Sons, 1992 ; Stratégie d'entreprise: études de cas, InterEditions, 1993; Les Stratégies d'Alliance, Editions d'Organisation, 1995; Cooperative Strategy, J. Wiley & Sons, 1999; Strategor, 2009) ; Les Stratégies d'Alliance received the 1995 McKinsey award for best management book published in France. He is also the author of many articles published in academic or practitioner-oriented journals such as the Strategic Management Journal, the Journal of International Business Studies, MIT-Sloan Management Review, etc. For the last few years, his research has focused on the topic of global strategic alliances.

In addition to his academic work, Pierre Dussauge has been a consultant or a management educator with a number of firms in Europe and in the US, notably : Mars, Fiat, Schneider, Pechiney, EADS, Generali, SCOR, SNCF, American Airlines, DuPont de Nemours, IBM, APEX, Suez, Unilever, France-Telecom, Neopost, Air France - KLM, Publicis, etc.

Scientific articles

La technologie, source d'avantage concurrentiel

Revue Française du Marketing, 1988, vol. 117, n° 2, pp 33-54, (in coll. with B. RAMANANTSOA)

Stratégies relationnelles et stratégies d'alliances technologiques

Revue Française de Gestion, March-April-May 1988, n° 68, pp 7-9, (in coll. with B. GARRETTE, B. RAMANANTSOA)

Technologie et Stratégie

Harvard L'Expansion, Summer 1986, pp 62-81, (in coll. with B. RAMANANTSOA)

Les multinationales : champions nationaux ou citoyens du monde ?, Une question d'identité

Revue Française de Gestion, September-October 1984, n° 47-48, pp 97-103, (in coll. with B. RAMANANTSOA)

How Do Firm Political Connections Impact Foreign Acquisitions? The Effects of Decision Makers’ Political and Firm Embeddedness

Global Strategy Journal, aout 2018, vol. 8, n° 3, pp 421-446, (in coll. with J ALBINO PIMENTEL, R. ANAND)

Firm Non-Market Capabilities and the Effect of Supranational Institutional Safeguards on the Location Choice of International Investments

Strategic Management Journal, 2018, vol. 39, n° 10, pp 2770-2793, (in coll. with J. ALBINO PIMENTEL, J. M. SHAVER)

Disentangling the Performance Effects of Efficiency and Bargaining Power in Horizontal Growth Strategies: An Empirical Investigation in the Global Retail Industry

Strategic Management Journal, May 2015, vol. 36, n° 5, pp 745-757, (in coll. with V. MOATTI, C. REN, J. ANAND)

Governance mode vs. governance fit? Performance implications of Make-Or-Ally choices for product innovation in the worldwde aircraft industry, 1942-2000

Strategic Management Journal, September 2014, vol. 35, n° 9, pp 1386-1397, (in coll. with X. CASTAÑER, L. MULOTTE, B. GARRETTE)

The Expansion of Emerging Economy Firms into Advanced Markets: The Influence of Intentional Path-Breaking Change

Global Strategy Journal, May 2014, vol. 4, n° 2, pp 75-103, (in coll. with K. KALASIN, M. RIVERA-SANTOS)

Does pre-entry licensing undermine the performance of subsequent independent activities? Evidence from the global aerospace industry, 1944-2000

Strategic Management Journal, March 2013, vol. 34, n° 3, pp 358-372, (in coll. with L. Mulotte, W. Mitchell)

Books

Strategor - 7e édition

Dunod, Paris

Strategic Technology Management

John Wiley & Sons

Technologie et stratégie d'entreprise

McGraw-Hill

Stratégie, structure, décision, identité : politique générale d'entreprise

Dunod, Paris

Cooperative Strategy - Competing Successfully through Strategic Alliances

Renning University Press

Cooperative Strategy - Competing Successfully through Strategic Alliances

John Wiley & Sons

L'industrie française de l'armement

Economica

Strategie Aliansow na Rynku, traduction polonaise de : Les Stratégies d'alliance

Poltext

Les stratégies d'alliance

Editions d'Organisation, Paris

Perspectives en management stratégique ; tome II : 1993-1994

Economica

Chapters edited in books

Alliances, Joint Ventures and Chinese Multinationals

Chinese Multinationals, J. P. Larçon (Ed.), World Scientific - Imperial College Press

The Challenge of Teaching "Soft" Subjects to MBAs: How Using Mini-Cases Can Help

Teaching And Learning At Business Schools, P. Martenson, M. Bild, K. Nilsson (Eds), Gower Press

Stratégies de croissance et développement de l'entreprise

Mba : L'Essentiel Du Management Par Les Meilleurs Professeurs, Editions d'Organisation, Paris, 141-162

The determinants of inter-partner learning in alliances: An empirical study in e-commerce

Strategic Capabilities And Knowledge Transfer Within And Between Organizations, A. Capasso, G. B. Dagnino, A. Lanza (Eds), Edward Elgar Publishers, Londres, 275-305

Formation et gouvernance des alliances entre concurrents : une approche par les ressources

Perspectives En Management Stratégique, H. Laroche, P. Joffre, F. Fréry, EMS Management et Sociétés, 15-36

The Market Share Impact of Interpartner Learning in Alliances: Evidence from the Global Auto Industry

Cooperative Strategies And Alliances, F. J. Contractor, P. Lorange (Eds), Pergamon

Alliances offensives : le retard de l'Europe

L'Art De L'Entreprise Globale, Guide De La Mondialisation, Village Mondial, Financial Times, Les Echos, 122-129

Strategic Alliances: Why Europe Needs to Catch Up

Mastering Global Business, The Financial Times - FT Pitman Publishing, 151-155

Acquiring Partner's Capabilities: Outcomes of Scale and Link Alliances between Competitors

Managing Strategically In An Interconnected World, 1997 Sms Best Paper Proceedings, M. Hitt, J. E. Ricart, R. D. Nixon (Eds), Editions Belin

Nouvelles frontières

Cases In Hospitality Strategy And Policy, R. C. Lewis (Ed.), John Wiley & Sons, 319-335

Proceedings

The Influence of Country and Firm Networks on International Alliance Formation

The Effects of Diplomacy, Institutions and Political Connections on Firms’ Choice of FDI Location

Meeting Abstract Supplement , 2015 , 1 , 14998 (J. ALBINO PIMENTEL)

Escaping from the Bear’s Embrace: State-Owned Enterprises and International Expansion

Meeting Abstract Supplement , 2014 , 1 , 15045 (K. KALASIN, M. RIVERA-SANTOS)

Home-Host Ties, Firm-Specific Political Resources and International Expansion Strategies

Meeting Abstract Supplement , 2014 , 13672 (J. ALBINO PIMENTEL)

Working papers

Can New Ventures Control Learning and Leakage in Alliances? The Partial Trade-off between Knowledge Acquisition and Protection in Partnerships Formed by Newly Created Businesses

Mimeo , 2019

The Size-Profitability Relationship Re-Visited : The Effect of Mode of growth on Efficiency and Bargaining Power

Mimeo , 2019

Case Studies

L’Oréal: Attracting the Next Billion Consumers

After the Spin-off from Accor: Creating a New Strategy for Edenred

The case describes the process through which the “prepaid services” division of the Accor hotel group was spun off in 2010 as Edenred, an independent publicly traded company. It goes on to explain what prepaid services are and to describe the prepaid services industry, before focusing on Edenred itself. Finally, it points out changes occurring in and around the industry that might undermine the future profitability of the industry as a whole and of Edenred in particular. Students are asked to suggest possible strategies for the future in order to maintain the abnormally high profitability Edenred has enjoyed for many years. , 2014 , Business strategy; Two-sided markets; Network externalities; Unusual business models; Government support; Tax incentives; Spin-offs; De-mergers; Digitalisation (http://www.ccmp.fr/collection-hec-paris/cas-after-the-spin-off-from-accor-creating-a-new-strategy-for-edenred)

Après la scission du Groupe Accor : Une nouvelle stratégie pour Edenred

The case describes the process through which the 'prepaid services' division of the Accor hotel group was spun off in 2010 as Edenred, an independent publicly traded company. It goes on to explain what prepaid services are and to describe the prepaid services industry, before focusing on Edenred itself. Finally, it points out changes occurring in and around the industry that might undermine the future profitability of the industry as a whole and of Edenred in particular. Students are asked to suggest possible strategies for the future in order to maintain the abnormally high profitability Edenred has enjoyed for many years. The Edenred case is typically adapted to MBA, Masters in Management or Executive Education audiences. The discussion can last anywhere from 1.5 to 3 hours, depending on the amount of 'number crunching' students are asked to do. This case can serve several purposes, depending on the course in which it is taught. The main focus of the case is on unusual business models and two-sided markets. This fits well towards the end of a Business Strategy course or the end of the Business Strategy part of a full Strategy or Strategic Management course. In addition, other topics that can be covered using this case are diversification and synergies as well as refocusing and spin-off. , 2014 , Stratégie d'entreprise, marchés à double face, externalités de réseau, modèles économiques alternatifs, soutien gouvernemental, avantages fiscaux, spin, off, scission, digitalisation. (http://www.ccmp.fr/collection-hec-paris/cas-apres-la-scission-du-groupe-accor-une-nouvelle-strategie-pour-edenred)

Competing Through Alliances in the Airline Industry: The Air France-KLM / Delta Air Lines Joint Venture

Air France KLM and Delta Airlines formed a revenue and cost sharing Joint Venture that includes all transatlantic routes of the two airlines. In 2011, this joint venture generated sales of over € 12 billion. The case describes the airline industry, focusing in particular on the fact that airlines have formed alliances and joint ventures on a scale unheard of in other industries. It then presents Air France KLM and Delta, the partner firms, and provides a detailed description of their joint venture, its organization, structure and operations. It also mentions tensions that have arisen between the partners over time. Participants are asked to analyze the data in the case from the point of view of the Air France KLM management, analyze what the JV contributes to Air France KLM, identify sources of conflict and potential threats and finally suggest changes to the JV agreement that can resolve these issues. , 2013 , Business strategy, Industry analysis, Strategic alliance, Joint venture, Airline industry (http://www.ccmp.fr/collection-hec-paris/cas-competing-through-alliances-in-the-airline-industry-the-air-france-klm-delta-air-lines-joint-venture)

NEOPOST

This case presents the tremendous improvement in performance of Neopost, the world's second largest producer of franking machines, during the 2000-2005 period, following a successful leveraged buy out. The objective of the case is to disentangle the relative influence of firm strategy vs industry-wide features on firm performance. Students are asked to analyse Neopost's turnaround strategy, recommend ways to further improve the company's performance and suggest new avenues for growth. Most students will argue that Neopost's turnaround is due to their bold strategy which has resulted in the creation of a significant competitive advantage. During the case discussion, closer examination of the data should lead to a revision of this view: Neopost is in an abnormally profitable business and still lags behind industry leader Pitney-Bowes in terms of profitability. Their recent recovery is due more to 'good management' and improvements in their basis key management indicators than to any clearly identified competitive advantage. This then leads to an analysis of the industry and of all the industry factors that allow for such exceptional levels of profitability. In light of this analysis, the challenge for Neopost then becomes how to continue growing and gaining market share, vis-a-vis Pitney-Bowes, without initiating a price war that would be detrimental to them both. , 2008 , Growth strategies; Industry analysis; Related diversification; Industry vs firm specific drivers of performance; Oligopoly; Barriers to entry; Multi domestic industry

Domino's Pizza

Domino's Pizza, leader mondial de la livraison de pizzas à domicile, a entrepris depuis quelques années d'internationaliser ses activités. Dans certains pays (Japon, Mexique, Royaume-Uni...), c'est le succès, dans d'autres (France, Espagne, Allemagne...), c'est l'échec. Pourquoi la formule à l'origine de la réussite de l'entreprise aux Etats-Unis marche-t-elle dans certains pays et pas dans d'autres ? , 1997 , Internationalisation , Industries globales , Contexte local , Marques mondiales , Franchise , Stratégie mondiale (http://www.ccmp.fr/collection-ccmp/cas-dominos-pizza)

Scientific articles

La technologie, source d'avantage concurrentiel

Revue Française du Marketing, 1988, vol. 117, n° 2, pp 33-54, (in coll. with B. RAMANANTSOA)

Stratégies relationnelles et stratégies d'alliances technologiques

Revue Française de Gestion, March-April-May 1988, n° 68, pp 7-9, (in coll. with B. GARRETTE, B. RAMANANTSOA)

Technologie et Stratégie

Harvard L'Expansion, Summer 1986, pp 62-81, (in coll. with B. RAMANANTSOA)

Les multinationales : champions nationaux ou citoyens du monde ?, Une question d'identité

Revue Française de Gestion, September-October 1984, n° 47-48, pp 97-103, (in coll. with B. RAMANANTSOA)

Books

Strategor - 7e édition

Dunod, Paris

Strategic Technology Management

John Wiley & Sons

Technologie et stratégie d'entreprise

McGraw-Hill

Stratégie, structure, décision, identité : politique générale d'entreprise

Dunod, Paris

Chapters edited in books

Alliances, Joint Ventures and Chinese Multinationals

Chinese Multinationals, J. P. Larçon (Ed.), World Scientific - Imperial College Press

The Challenge of Teaching "Soft" Subjects to MBAs: How Using Mini-Cases Can Help

Teaching And Learning At Business Schools, P. Martenson, M. Bild, K. Nilsson (Eds), Gower Press

Stratégies de croissance et développement de l'entreprise

Mba : L'Essentiel Du Management Par Les Meilleurs Professeurs, Editions d'Organisation, Paris, 141-162

The determinants of inter-partner learning in alliances: An empirical study in e-commerce

Strategic Capabilities And Knowledge Transfer Within And Between Organizations, A. Capasso, G. B. Dagnino, A. Lanza (Eds), Edward Elgar Publishers, Londres, 275-305

Proceedings

The Influence of Country and Firm Networks on International Alliance Formation

The Effects of Diplomacy, Institutions and Political Connections on Firms’ Choice of FDI Location

Meeting Abstract Supplement , 2015 , 1 , 14998 (J. ALBINO PIMENTEL)

Escaping from the Bear’s Embrace: State-Owned Enterprises and International Expansion

Meeting Abstract Supplement , 2014 , 1 , 15045 (K. KALASIN, M. RIVERA-SANTOS)

Home-Host Ties, Firm-Specific Political Resources and International Expansion Strategies

Meeting Abstract Supplement , 2014 , 13672 (J. ALBINO PIMENTEL)

Working papers

Can New Ventures Control Learning and Leakage in Alliances? The Partial Trade-off between Knowledge Acquisition and Protection in Partnerships Formed by Newly Created Businesses

Mimeo , 2019

The Size-Profitability Relationship Re-Visited : The Effect of Mode of growth on Efficiency and Bargaining Power

Mimeo , 2019

Case Studies

L’Oréal: Attracting the Next Billion Consumers

After the Spin-off from Accor: Creating a New Strategy for Edenred

The case describes the process through which the “prepaid services” division of the Accor hotel group was spun off in 2010 as Edenred, an independent publicly traded company. It goes on to explain what prepaid services are and to describe the prepaid services industry, before focusing on Edenred itself. Finally, it points out changes occurring in and around the industry that might undermine the future profitability of the industry as a whole and of Edenred in particular. Students are asked to suggest possible strategies for the future in order to maintain the abnormally high profitability Edenred has enjoyed for many years. , 2014 , Business strategy; Two-sided markets; Network externalities; Unusual business models; Government support; Tax incentives; Spin-offs; De-mergers; Digitalisation (http://www.ccmp.fr/collection-hec-paris/cas-after-the-spin-off-from-accor-creating-a-new-strategy-for-edenred)

Après la scission du Groupe Accor : Une nouvelle stratégie pour Edenred

The case describes the process through which the 'prepaid services' division of the Accor hotel group was spun off in 2010 as Edenred, an independent publicly traded company. It goes on to explain what prepaid services are and to describe the prepaid services industry, before focusing on Edenred itself. Finally, it points out changes occurring in and around the industry that might undermine the future profitability of the industry as a whole and of Edenred in particular. Students are asked to suggest possible strategies for the future in order to maintain the abnormally high profitability Edenred has enjoyed for many years. The Edenred case is typically adapted to MBA, Masters in Management or Executive Education audiences. The discussion can last anywhere from 1.5 to 3 hours, depending on the amount of 'number crunching' students are asked to do. This case can serve several purposes, depending on the course in which it is taught. The main focus of the case is on unusual business models and two-sided markets. This fits well towards the end of a Business Strategy course or the end of the Business Strategy part of a full Strategy or Strategic Management course. In addition, other topics that can be covered using this case are diversification and synergies as well as refocusing and spin-off. , 2014 , Stratégie d'entreprise, marchés à double face, externalités de réseau, modèles économiques alternatifs, soutien gouvernemental, avantages fiscaux, spin, off, scission, digitalisation. (http://www.ccmp.fr/collection-hec-paris/cas-apres-la-scission-du-groupe-accor-une-nouvelle-strategie-pour-edenred)

Competing Through Alliances in the Airline Industry: The Air France-KLM / Delta Air Lines Joint Venture

Air France KLM and Delta Airlines formed a revenue and cost sharing Joint Venture that includes all transatlantic routes of the two airlines. In 2011, this joint venture generated sales of over € 12 billion. The case describes the airline industry, focusing in particular on the fact that airlines have formed alliances and joint ventures on a scale unheard of in other industries. It then presents Air France KLM and Delta, the partner firms, and provides a detailed description of their joint venture, its organization, structure and operations. It also mentions tensions that have arisen between the partners over time. Participants are asked to analyze the data in the case from the point of view of the Air France KLM management, analyze what the JV contributes to Air France KLM, identify sources of conflict and potential threats and finally suggest changes to the JV agreement that can resolve these issues. , 2013 , Business strategy, Industry analysis, Strategic alliance, Joint venture, Airline industry (http://www.ccmp.fr/collection-hec-paris/cas-competing-through-alliances-in-the-airline-industry-the-air-france-klm-delta-air-lines-joint-venture)

Education

  • Habilitation a diriger des recherches (Qualified Research Supervisor), Strategy and Business Policy, Université Paris Dauphine - France
  • Doctorat en Sciences de Gestion (Ph.D. in Management), Université Paris Dauphine - France
  • Doctorat de 3e cycle en Sciences des Organisations (Ph.D.), Université Paris Dauphine - France
  • DEA de gestion, Université Paris Dauphine - France

Academic appointments

Academic responsabilities at HEC

  • 2011-2015 Dean of the Faculty and Research HEC Paris
  • 2008-2011 Direction académique, Executive MBA d'HEC HEC Paris
  • 2008- Titulaire de la Chaire ACCOR, AIR FRANCE, SNCF sur le "Management des Services" HEC Paris
  • 2006-2008 Directeur académique de TRIUM HEC Paris
  • 2004- Member of GREGHEC (CNRS) HEC Paris
  • 1996- Professor HEC Paris
  • 1990-1996 Associate Professor, Strategy and Business Policy HEC Paris
  • 1982-1990 Assistant Professor, Strategy and Business Policy HEC Paris

Scientific Activities

Membership in Academic or Professional Organisation

  • Member, Strategic Management Society (SMS)
  • Member, Academy of Management (AOM)
  • Member, Association Internationale de Management Strategique (AIMS)
  • Member, Comite Executif de la European Management Association (EURAM)

Editorial activities

  • Reviewer, Organization Science
  • Reviewer, Revue Francaise de Gestion
  • Reviewer, La Revue d'Economie Politique
  • Member, Editorial Committee, Strategic Management Journal
  • Reviewer, Journal of Management Studies
  • Member, Editorial Committee, Finance-Controle-Strategie
  • Member, Editorial Committee, M@n@gement
  • Reviewer, Management Science
  • Member, Scientific Committee, Management International
  • Reviewer, Defense Economics
  • January 2002-January 2005 Editor in Chief, European Management Review

  • Conference organisation

  • Co-organisateur de la conférence annuelle de l'EURAM
  • 2001-2001 Member of the Executive Committee of the European Academy of Management Conference: "European Management Research: Trends and Challenges", IESE, Barcelone.
  • 1999- Membre du Comité Scientifique de la VIIIe Conférence de l'AIMS, Paris
  • 1996- Membre du Comité Scientifique de la Ve Conférence de l'AIMS, Lille
  • 1996-1996 Membre du Comité Scientifique de la CEMS Academic Conference, St Gallen
  • 1992-1992 Président du comité d'organisation de la 2ème Conférence Internationale de Gestion Stratégique, Groupe HEC
  • Awards & honors

    Membership in Academic or Professional Organisation

    • 2016 Nominee for the 2016 SMS Annual Conference Best Paper for "Contrasting Effects of Board and Top Management Political Connections on Acquisition and International Expansion Strategies", Working Paper, Joao Albino Pimentel, Rahul Anand, and Pierre Dussauge
    • 2007 Highly Commended Paper Award decerne par Emerald Group Publishing au papier Value Creation and Appropriation in Multilaterally Connected Firms: The Role of Resource Complementarity And Resource Incompatibility lors de la conference annuelle de lEURAM, 16-19 mai 2007
    • 2002 BNP Paribas Pierre Vernimmen Teaching Award
    • 2000 Nomination pour le prix McKinsey du meilleur papier presente a la conference la SMS pour "Creating and Protecting Resources: Formation and Governance of Scale and Link Alliances between Competitors"
    • 1999 Prix de la Fondation HEC 1999 pour l'ouvrage "Cooperative Strategy - Competing Successfully through Strategic Alliances", J. Wiley, 1999 (en coll. avec B. Garrette)
    • 1998 "Stylo d'Or" des meilleurs cas, decerne par la Centrale de Cas et de Medias Pedagogiques
    • 1995 Prix AFPLANE - l'Expansion - McKinsey du meilleur livre de Management pour Les strategies d'alliance
    • 1989 Prix Harvard-L'Expansion 1989 pour l'ouvrage : Technologie et Strategie d'Entreprise, McGraw-Hill, 1987