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 HEC Online Overview Overview Degree Program Degree Program Executive certificates Executive certificates MOOCs MOOCs

Bertrand QUELIN

Professor

Strategy & Business Policy

 Profile picture

Biography

Bertrand Quélin obtained his Doctorate Degree in Economics from the University of Paris. His research interests include economics of organization, transaction cost economics, and public-private partnerships. He has authored and co-authored several papers published in international journals (Academy of Management Perspectives, Academy of Management Review, Journal of Business Ethics, Journal of Management Studies, Organization Science, Research Policy, Strategic Organization ...) and numerous chapters in collective books.
In parallel with his research activities, he has served during his academic career. From 1999 to 2005, he has been Associate Dean for the Ph.D. program. From 1994 to 1999, then from 2006 to 2012, he was Academic Director of the HEC MSc in Strategic Management. From 2013 to 2018, he has been the Head of the Strategy and Business Policy department.
To complement his profile, he has been twice Visiting Research Scholar at the Haas School of Business, University of California, Berkeley, and then Visiting Professor at Insper (São Paulo - Brazil) in 2012. He is a regular Visiting Professor at the Fundação Getulio Vargas (EBAPE - Rio de Janeiro).
He has taught in numerous countries within and outside Europe at both the graduate degree and executive education levels.

Scientific articles

Règlementation internationale et avantages concurrentiels

Annales des Mines, Gérer et Comprendre, September 1993, pp 85-94

Stratégies concurrentielles et différenciation

Problèmes Economiques, February 26 1992, n° 2264, pp 1-7

Stratégies concurrentielles et différenciation

Annales des Mines, Gérer et Comprendre, September 1992, pp 75-86

Standardisation of Network Technologies: Market Processes of the Result of Inter-Firm Co-operation ?

Journal of Economic Surveys, September 2001, vol. 15, n° 4, pp 543-570

Les variables stratégiques de la compétition technologique

Revue Française de Gestion, 1998, n° 118, pp 30-45

Pour une nouvelle représentation de la compétitivité technologique

Revue Française de Gestion, March-April-May 1998, n° 118, pp 30-45

Do stakeholder orientation and environmental pro-activity impact firm profitability?

Journal of Business Ethics, Forthcoming,

The private scope in public-private collaborations: an institutional and capability-based perspective

Organization Science, Forthcoming,

Interfirm ties and knowledge transfer: The moderating role of absorptive capacity of managers

Knowledge and Process Management, April-June 2018, vol. 25, n° 2, pp 97-107

Public-Private Collaboration, Hybridity and Social Value: Towards New Theoretical Perspectives

Journal of Management Studies, September 2017, vol. 54, n° 6, pp 763-792

Books

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

Dunod, Paris

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

Dunod, Paris

Perspectives en management stratégique (Ed.)

Editions Management & Société

Les frontières de la firme

Economica

Le management stratégique des compétences

Ellipses

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

Dunod, Paris

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

Dunod, Paris

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

Dunod, Paris

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

Dunod, Paris

Chapters edited in books

Does Regulation Impact the Entry in a Mature Regulated Industry? An Econometric Analysis of MVNOs

Telecommunication Markets: Drivers And Impediments, P. Curwen, J. Haucap, B. Preissl (eds), Springer Verlag, 283-305

Lanalyse fondée sur les ressources et les compétences

Le Management : Fondements Et Renouvellements, G. Schmidt (Ed.), Ed. Sciences Humaines, Paris, 29-41

Oliver Eaton Williamson - L'organisation : Un choix stratégique fondamental

Les Grands Auteurs En Stratégie, T. Loilier, A. Tellier, EMS Management et Sociétés

Outsourcing, offshoring : des modèles d'affaires bouleversés

L'Art Du Management 3, HEC Paris, Dunod, Paris, 31-35

La stratégie : du discours à sa formation

Perspectives En Management Stratégique, L. Mezghani, B. Quélin (Eds), Editions Management & Société, 11-15

Dynamic Competition and Development of New Competencies - The Case of the Internet Consulting Industry

Enhancing Inter-Firm Networks And Interorganizational Strategies, A. F. Buono (Ed.), Information Age Publishing, 137-166

Externalisation stratégique et création de valeur

L'Entreprise Élargie : De Nouvelles Formes D'Organisation, F. Moreau, Afplane (Eds), INSEP Consulting Ed.

L'approche fondée sur les ressources

Stratégies, Actualités Et Futurs De La Recherche, A. C. Martinet, R. A. Thiétart, M. Tannery (Eds), Vuibert

L'externalisation stratégique

L'Art De La Gestion Des Risques, Les Echos, Financial Times, Village Mondial

Linking Competencies, Sustainable Competitive Advantage, and Performance: An Empirical Investigation

Research In Competence-Based Management, R. Sanchez, A. Heene (Eds), Jai Press

Proceedings

We succeeded therefore we did well: ex-post rationalization biases in NPD practices

Proceedings of the 14th International Product Development Management Conference , 2007 , Porto (A. MICHAUT-DENIZEAU)

We succeeded, therefore we did well: Ex-post rationalization bias in New Product development Practices

36th EMAC Annual Conference , 2007 , Reykjavik (A. Michaut)

Beyond the Transaction: A Supplier Choice Model within Long-term Buyer-seller Relationships

EMAC Conference , 2004 , Alicante , Proceedings of the EMAC Conference

The Impact of Horizontal Competition on the Development of Channel Relationships

EMAC Conference , 2003 (S. Jap)

Toward a Rational Embeddedness Paradigm: A Supplier Choice Model for Products Parts within Long-Term Buyer-Seller Relationships

Proceedings, 30th European Marketing Association Conference , 2001 , Bergen

Secure Communication: A Mechanism Design Approach

Proceedings of the 2009 International Conference on Game Theory for Networks, GameNets' 09, art. no. 5137413, IEEE Catalog number: CFP0982G-CDR , 2009 (L. Renou)

Task and social contexts of voice: When speaking out benefits (or harms) you and your group

High-Status but Low-Performing: Effects of Group Status on Information Exchange and Group Outcome

The effects of team strategic orientation on team process in competitive environments

The Impact of Collective Action on Governance Efficiency:The Case of Public Service Contracting

How Firms Benefit From Collaborating Within R&D Consortia

Managing Strategically in an Interconnected World, 1997 SMS Best Paper Proceedings , 1998 (C. Mothe)

Comment envisager l'évolution économique sans concevoir une firme évolutionniste ? Contributions de la théorie des ressources à une théorie évolutionniste de la firme

Actes de la 6e Conférence Internationale de l'Association Internationale de Management Stratégique (AIMS) , 1997 , Montréal (R. DURAND)

Coopération en R & D et création de compétences

Actes de la 6e Conférence Internationale de l'Association Internationale de Management Stratégique (AIMS) , 1997 , Montréal (C. Mothe)

How can we conceive economic evolution without considering an evolutionary firm ? A resource-based contribution to an evolutionary theory of the firm

AIMS Proceedings , 1996 , 1 (R. DURAND)

Competence of the Firm and Strategic Alliances: Creation of New Capabilities and Appropriability

Proceedings of the Third International Workshop on Competence-Based Competition,Strategic Management Society , 1995 , Gand

La spécificité des compétences de la firme : une perspective évolutionniste

Actes du Colloque "La connaissance dans la dynamique des organisations productives", tome 2 , 1995 , Aix-Marseille

Transaction costs and European Regulation

Proceedings of the 19th Annual Conference : "International Business and Europe After 1992", EIBA , 1993 , Lisbonne, Portugal (M. GHERTMAN)

L'économie de la diffusion des innovations technologiques

Actes du Seminaire "Contributions à l'économie de l'innovation", IWI , 1991 , Vienne, Autriche

Working papers

Inter-Organizational Communities of Practice: Specificities and Stakes

Cahier de Recherche du Groupe HEC , 2006

Modélisation et simulation des performances des entreprises

Cahier de Recherche du Groupe HEC , 1997

Enforcement Costs as a measure of Performance: An Assessment of Contractual Governance in Context of Opportunism

Mimeo , 2010

International expansion, diversification and regulated firms nonmarket strategy

Mimeo , 2008

Regulation, Multinational Firms and Performance: the European Telecommunications Mobile Industry

Mimeo , 2008

Investment Timing and the Benefits of Using Real Options: A Case Study in the Telecommunications Industry

Mimeo , 2006

Mode of Entry into a New Market: Does the Timing of Entry and/or Effect of Innovation on Competencies Matter ?

Mimeo , 2006

Innovation, New Market and Governance Choices of Entry: The Internet Brokerage Market Case

Cahier de Recherche du Groupe HEC , 2004

Three Types of Specificity, Outsourcing and Complexity of Contracts: An Empirical Model

Mimeo , 2004

Case Studies

Michelin: Energy 4

Michelin, one of the worldwide leaders in the tire business, needs to decide on the market positioning and definition of the next generation of its main passenger "Energy" car tire line in Europe, a major investment. Tires are sold on two different - yet related - markets, with markedly different requirements, and these requirements are evolving in separate directions. On the one hand, there is some indication that the smaller and less profitable Original Equipment Market (OE) is now looking for tires that will help car makers to reach their targets in terms of average fuel efficiency and in terms of carbon dioxide emissions levels. On the other hand, the Replacement Market (RT) does not really value or understand this characteristic yet. Instead, when they replace their tires, car drivers are seeking cheaper, longer-lasting tires that have superior grip, especially in wet conditions. As the RT market is the most important both in terms of sales and profit, the choice appears to be easy. However, the existence of a strong influence of the OE market on the RT market ("carry-over effect") makes this choice difficult. The option of selling two tire lines - one for each market - is also a possible solution, but it is costly in terms of manufacturing and logistics, and it reduces the carry-over effect. , 2012 , Value creation, value appropriation, car industry, B2B (http://www.ccmp.fr/collection-hec-paris/cas-michelin-energy-4)

ANTALIS-MAP (A) : Fusionner et faire face aux turbulences

La société Antalis est un acteur important de la distribution B-to-B en Europe. En 2007, elle prend le contrôle de la société MAP pour devenir n° 1 de l'industrie. Ce mouvement stratégique majeur lui permet d'étendre sa couverture géographique, de rationnaliser ses entrepôts et de bénéficier d'économies d'échelle. Dans une industrie arrivée à maturité, et connaissant une décroissance régulière de la demande, cette acquisition illustre le bénéfice d'une stratégie focalisée sur la taille et la complémentarité des activités. Elle prépare la société Antalis mieux que ses concurrents directs aux turbulences que l'industrie connaît depuis. , 2012 , Analyse concurrentielle , Marché à maturité , Concentration , Fusion, acquisition , Synergies et économies de coût , SnO (http://www.ccmp.fr/collection-hec-paris/cas-antalis-map-a-fusionner-et-faire-face-aux-turbulences-2)

ANTALIS-MAP (A): Merging to Manage Market Turbulence

Antalis is a company working as a major player in the B-to-B distribution in Europe. In 2007, Antalis took control over its competitor MAP to become #1 in the paper distribution industry. This key strategic move allows it to expand its geographical coverage, rationalize its warehouse and distribution network, and benefit from economies of scale. In a mature industry, and knowing a steady decline in demand, this acquisition demonstrates the benefit of a strategy focused on the size and complementarity of activities. It prepares the company Antalis better than its direct competitors in the industry knowing turbulence since. , 2012 , Competitive analysis , Mature market , Consolidation , Merger &, Acquisition , Synergies , Cost cutting , SnO (http://www.ccmp.fr/collection-hec-paris/cas-antalis-map-a-merging-to-manage-market-turbulence)

ANTALIS-MAP (B) : Fusionner et réorganiser : Un management postacquisition

La société Antalis est un acteur important de la distribution B-to-B en Europe. En 2007, elle prend le contrôle de la société MAP pour devenir n° 1 de l'industrie. Ce mouvement stratégique majeur lui permet d'étendre sa couverture géographique, de rationnaliser ses entrepôts et de bénéficier d'économies d'échelle. Dans une industrie arrivée à maturité, et connaissant une décroissance régulière de la demande, cette acquisition illustre le bénéfice d'une stratégie focalisée sur la taille et la complémentarité des activités. Elle prépare la société Antalis mieux que ses concurrents directs aux turbulences que l'industrie connaît depuis. , 2012 , Post acquisition , Mise en œuvre , Réorganisation , Identité et culture d'entreprise , SnO (http://www.ccmp.fr/collection-hec-paris/cas-antalis-map-b-fusionner-et-reorganiser-un-management-postacquisition)

ANTALIS-MAP (B): Merging and Post-acquisition Management

Antalis is a company working as a major player in the B-to-B distribution in Europe. In 2007, Antalis took control over its competitor MAP to become #1 in the paper distribution industry. This key strategic move allows it to expand its geographical coverage, rationalize its warehouse and distribution network, and benefit from economies of scale. In a mature industry, and knowing a steady decline in demand, this acquisition demonstrates the benefit of a strategy focused on the size and complementarity of activities. It prepares the company Antalis better than its direct competitors in the industry knowing turbulence since. , 2012 , Post acquisition , Implementation , Restructuring , Corporate Identity and Culture , SnO (http://www.ccmp.fr/collection-hec-paris/cas-antalis-map-b-merging-and-post-acquisition-management-2)

L'industrie des jeux vidéo : fin du leadership de SONY et émergence d'un nouveau leader : NINTENDO ?

Le leadership de Sony dans le secteur des jeux vidéo

Scientific articles

Règlementation internationale et avantages concurrentiels

Annales des Mines, Gérer et Comprendre, September 1993, pp 85-94

Stratégies concurrentielles et différenciation

Problèmes Economiques, February 26 1992, n° 2264, pp 1-7

Stratégies concurrentielles et différenciation

Annales des Mines, Gérer et Comprendre, September 1992, pp 75-86

Standardisation of Network Technologies: Market Processes of the Result of Inter-Firm Co-operation ?

Journal of Economic Surveys, September 2001, vol. 15, n° 4, pp 543-570

Books

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

Dunod, Paris

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

Dunod, Paris

Perspectives en management stratégique (Ed.)

Editions Management & Société

Les frontières de la firme

Economica

Chapters edited in books

Does Regulation Impact the Entry in a Mature Regulated Industry? An Econometric Analysis of MVNOs

Telecommunication Markets: Drivers And Impediments, P. Curwen, J. Haucap, B. Preissl (eds), Springer Verlag, 283-305

Lanalyse fondée sur les ressources et les compétences

Le Management : Fondements Et Renouvellements, G. Schmidt (Ed.), Ed. Sciences Humaines, Paris, 29-41

Oliver Eaton Williamson - L'organisation : Un choix stratégique fondamental

Les Grands Auteurs En Stratégie, T. Loilier, A. Tellier, EMS Management et Sociétés

Outsourcing, offshoring : des modèles d'affaires bouleversés

L'Art Du Management 3, HEC Paris, Dunod, Paris, 31-35

Proceedings

We succeeded therefore we did well: ex-post rationalization biases in NPD practices

Proceedings of the 14th International Product Development Management Conference , 2007 , Porto (A. MICHAUT-DENIZEAU)

We succeeded, therefore we did well: Ex-post rationalization bias in New Product development Practices

36th EMAC Annual Conference , 2007 , Reykjavik (A. Michaut)

Beyond the Transaction: A Supplier Choice Model within Long-term Buyer-seller Relationships

EMAC Conference , 2004 , Alicante , Proceedings of the EMAC Conference

The Impact of Horizontal Competition on the Development of Channel Relationships

EMAC Conference , 2003 (S. Jap)

Toward a Rational Embeddedness Paradigm: A Supplier Choice Model for Products Parts within Long-Term Buyer-Seller Relationships

Proceedings, 30th European Marketing Association Conference , 2001 , Bergen

Secure Communication: A Mechanism Design Approach

Proceedings of the 2009 International Conference on Game Theory for Networks, GameNets' 09, art. no. 5137413, IEEE Catalog number: CFP0982G-CDR , 2009 (L. Renou)

Task and social contexts of voice: When speaking out benefits (or harms) you and your group

High-Status but Low-Performing: Effects of Group Status on Information Exchange and Group Outcome

The effects of team strategic orientation on team process in competitive environments

The Impact of Collective Action on Governance Efficiency:The Case of Public Service Contracting

How Firms Benefit From Collaborating Within R&D Consortia

Managing Strategically in an Interconnected World, 1997 SMS Best Paper Proceedings , 1998 (C. Mothe)

Comment envisager l'évolution économique sans concevoir une firme évolutionniste ? Contributions de la théorie des ressources à une théorie évolutionniste de la firme

Actes de la 6e Conférence Internationale de l'Association Internationale de Management Stratégique (AIMS) , 1997 , Montréal (R. DURAND)

Coopération en R & D et création de compétences

Actes de la 6e Conférence Internationale de l'Association Internationale de Management Stratégique (AIMS) , 1997 , Montréal (C. Mothe)

How can we conceive economic evolution without considering an evolutionary firm ? A resource-based contribution to an evolutionary theory of the firm

AIMS Proceedings , 1996 , 1 (R. DURAND)

Competence of the Firm and Strategic Alliances: Creation of New Capabilities and Appropriability

Proceedings of the Third International Workshop on Competence-Based Competition,Strategic Management Society , 1995 , Gand

La spécificité des compétences de la firme : une perspective évolutionniste

Actes du Colloque "La connaissance dans la dynamique des organisations productives", tome 2 , 1995 , Aix-Marseille

Transaction costs and European Regulation

Proceedings of the 19th Annual Conference : "International Business and Europe After 1992", EIBA , 1993 , Lisbonne, Portugal (M. GHERTMAN)

L'économie de la diffusion des innovations technologiques

Actes du Seminaire "Contributions à l'économie de l'innovation", IWI , 1991 , Vienne, Autriche

Working papers

Inter-Organizational Communities of Practice: Specificities and Stakes

Cahier de Recherche du Groupe HEC , 2006

Modélisation et simulation des performances des entreprises

Cahier de Recherche du Groupe HEC , 1997

Enforcement Costs as a measure of Performance: An Assessment of Contractual Governance in Context of Opportunism

Mimeo , 2010

Case Studies

Michelin: Energy 4

Michelin, one of the worldwide leaders in the tire business, needs to decide on the market positioning and definition of the next generation of its main passenger "Energy" car tire line in Europe, a major investment. Tires are sold on two different - yet related - markets, with markedly different requirements, and these requirements are evolving in separate directions. On the one hand, there is some indication that the smaller and less profitable Original Equipment Market (OE) is now looking for tires that will help car makers to reach their targets in terms of average fuel efficiency and in terms of carbon dioxide emissions levels. On the other hand, the Replacement Market (RT) does not really value or understand this characteristic yet. Instead, when they replace their tires, car drivers are seeking cheaper, longer-lasting tires that have superior grip, especially in wet conditions. As the RT market is the most important both in terms of sales and profit, the choice appears to be easy. However, the existence of a strong influence of the OE market on the RT market ("carry-over effect") makes this choice difficult. The option of selling two tire lines - one for each market - is also a possible solution, but it is costly in terms of manufacturing and logistics, and it reduces the carry-over effect. , 2012 , Value creation, value appropriation, car industry, B2B (http://www.ccmp.fr/collection-hec-paris/cas-michelin-energy-4)

ANTALIS-MAP (A) : Fusionner et faire face aux turbulences

La société Antalis est un acteur important de la distribution B-to-B en Europe. En 2007, elle prend le contrôle de la société MAP pour devenir n° 1 de l'industrie. Ce mouvement stratégique majeur lui permet d'étendre sa couverture géographique, de rationnaliser ses entrepôts et de bénéficier d'économies d'échelle. Dans une industrie arrivée à maturité, et connaissant une décroissance régulière de la demande, cette acquisition illustre le bénéfice d'une stratégie focalisée sur la taille et la complémentarité des activités. Elle prépare la société Antalis mieux que ses concurrents directs aux turbulences que l'industrie connaît depuis. , 2012 , Analyse concurrentielle , Marché à maturité , Concentration , Fusion, acquisition , Synergies et économies de coût , SnO (http://www.ccmp.fr/collection-hec-paris/cas-antalis-map-a-fusionner-et-faire-face-aux-turbulences-2)

ANTALIS-MAP (A): Merging to Manage Market Turbulence

Antalis is a company working as a major player in the B-to-B distribution in Europe. In 2007, Antalis took control over its competitor MAP to become #1 in the paper distribution industry. This key strategic move allows it to expand its geographical coverage, rationalize its warehouse and distribution network, and benefit from economies of scale. In a mature industry, and knowing a steady decline in demand, this acquisition demonstrates the benefit of a strategy focused on the size and complementarity of activities. It prepares the company Antalis better than its direct competitors in the industry knowing turbulence since. , 2012 , Competitive analysis , Mature market , Consolidation , Merger &, Acquisition , Synergies , Cost cutting , SnO (http://www.ccmp.fr/collection-hec-paris/cas-antalis-map-a-merging-to-manage-market-turbulence)

ANTALIS-MAP (B) : Fusionner et réorganiser : Un management postacquisition

La société Antalis est un acteur important de la distribution B-to-B en Europe. En 2007, elle prend le contrôle de la société MAP pour devenir n° 1 de l'industrie. Ce mouvement stratégique majeur lui permet d'étendre sa couverture géographique, de rationnaliser ses entrepôts et de bénéficier d'économies d'échelle. Dans une industrie arrivée à maturité, et connaissant une décroissance régulière de la demande, cette acquisition illustre le bénéfice d'une stratégie focalisée sur la taille et la complémentarité des activités. Elle prépare la société Antalis mieux que ses concurrents directs aux turbulences que l'industrie connaît depuis. , 2012 , Post acquisition , Mise en œuvre , Réorganisation , Identité et culture d'entreprise , SnO (http://www.ccmp.fr/collection-hec-paris/cas-antalis-map-b-fusionner-et-reorganiser-un-management-postacquisition)

ANTALIS-MAP (B): Merging and Post-acquisition Management

Antalis is a company working as a major player in the B-to-B distribution in Europe. In 2007, Antalis took control over its competitor MAP to become #1 in the paper distribution industry. This key strategic move allows it to expand its geographical coverage, rationalize its warehouse and distribution network, and benefit from economies of scale. In a mature industry, and knowing a steady decline in demand, this acquisition demonstrates the benefit of a strategy focused on the size and complementarity of activities. It prepares the company Antalis better than its direct competitors in the industry knowing turbulence since. , 2012 , Post acquisition , Implementation , Restructuring , Corporate Identity and Culture , SnO (http://www.ccmp.fr/collection-hec-paris/cas-antalis-map-b-merging-and-post-acquisition-management-2)

L'industrie des jeux vidéo : fin du leadership de SONY et émergence d'un nouveau leader : NINTENDO ?

Le leadership de Sony dans le secteur des jeux vidéo

Education

  • Habilitation a diriger des recherches (Qualified Research Supervisor), Strategy and Business Policy, Université Paris 13 Nord - France
  • Doctorat en sciences economiques (Ph.D. in Economics), Université Paris 13 Nord - France
  • DEA d'economie et finances internationales (Master Degree in Management), Université Paris 13 Nord - France
  • French Master, Economy, Economics, Université de Rennes 1 - France

Academic appointments

Academic responsabilities at HEC

  • 2013-2018 Head, Strategy and Business Policy HEC Paris
  • 2012 Member, HEC Center for Research on Individuals and Organizations HEC Paris
  • 2005 Professor, Strategy and Business Policy HEC Paris
  • 1999-2005 Associate Dean - HEC Ph.D. Program HEC Paris
  • 2004 Member of GREGHEC (CNRS) HEC Paris
  • 2001 Responsable du programme d'HEC Management "CESA Management général avancé" HEC Paris
  • 1994-1999 Directeur scientifique du MS Strategic Management HEC Paris
  • 1994-1994 Responsable du programme d'HEC Management "Elaborer la stratégie et gérer le changement" HEC Paris

External Academic Responsabilities

  • 2015-2015 Visiting Professor, Strategy & Management Fundação Getulio Vargas
  • 2014-2014 Visiting professor, Strategy & Management Fundação Getulio Vargas
  • 2013-2013 Visiting Professor Insper
  • 2007-2007 Visiting Professor HEC Lausanne
  • 2005-2005 Visiting professor, GREGHEC University of California, Berkeley
  • 1989 Membre du Conseil Scientifique Ecole Doctorale Université Paris I
  • 1988-1989 Professeur de Stratégie industrielle Ecole Nationale Supérieure des Télécommunications

Scientific Activities

Membership in Academic or Professional Organisation

  • Member, Academy of Management
  • Member, Strategic Management Society
  • Member, International Telecommunication Society
  • Membre du Conseil scientifique de l'Ecole Doctorale ecole SOFT/Universite Versailles Saint-Quentin
  • Membre du Conseil scientifique de l'Ecole Doctorale ENSAM-HEC-IAE/Universite Paris I Sorbonne
  • Member, International Society of New Institutional Economics
  • Member, Association Internationale de Management Strategique
  • Expert aupres de la Commission nationale d'evaluation des formations en gestion (dite commission Helfer)
  • President sortant de l'AIMS
  • President en exercice de l'AIMS.
  • President-entrant, en exercice puis sortant du Conseil Scientifique Permanent de l'Association Internationale de Management Strategique (AIMS)
  • Membre du Groupement de Recherche CNRS n 20 en Economie Industrielle

Editorial activities

  • Member, Scientific Committee, Communications Strategies
  • Member, Editorial Committee, M@n@gement, Journal of Management Studies
  • Reviewer: Academy of Management Annual Conference, Annual Conference - Strategic Management Society, Annual Conference - AIMS (Association Internationale de Management Strategique)
  • Member, Editorial Review Board, Global Strategy Journal
  • Reviewer, Journal of Economic Behavior and Organization, Long Range Planning, Annals of Public and Cooperative Economics, M@n@gement, Economie Rurale, European Management Review, Management International, Research Policy, Scandinavian Journal of Management (SJM), Strategic Management Journal (SMJ), Revue Francaise de Gestion (RFG), Revue Canadienne des Sciences de l'Administration (RCSA), Journal of Management Studies (JMS)
  • 2004-2010 Member, Comite de selection du meilleur papier de la conference de la SMS
  • June 2003 Editor, Special issue, "Externalisation et relations partenariales", Revue Francaise de Gestion, n 144
  • July-September 1995 Editor, Special issue "Choix technologiques et alliances dans le multimedia" Communications Strategies, n 19

  • Conference organisation

  • 2014-2014 Co-organizer, SMS 2014 Madrid Conference Extensions > Extension 4: Paris - Public-Private Governance, Social Value and Innovative Organizational Design
  • 2007- Membre du Comité Scientifique, Les colloques du PESOR "Management des entreprises innovantes à l'heure des pôles de compétitivité", Faculté Jean Monnet, Sceaux
  • 2005-2005 Membre du Comité Scientifique du 3e Congrès de l'ADERSE (Association pour le Développement de l'enseignement et de la Recherche sur la Responsabilité Sociale de l'Entreprise), Lyon
  • 2005-2005 Organisation de l'International Workshop 'Inter-Organizational Communities of Practice'
  • 2005-2005 Organisation du symposium "The Inter-Organizational Communities of Practice (IOCoPs): New Insights and Knowledge Strategies", symposium co-sponsorisé par les divisions BPS et OMT, Academy of Management Conference, Hawaii
  • 2003-2003 Responsable de la Table Ronde sur "L'économie des coûts de transaction et les sciences de gestion", Conférence annuelle de l'AIMS, Tunis
  • 2003-2003 Responsable du Séminaire doctoral, Conférence de l'AIMS, Tunis
  • 1992-1992 Membre du Comité Scientifique des 14e Journées Internationales de l'IDATE : "Les alliances stratégiques", Montpellier
  • Awards & honors

    Membership in Academic or Professional Organisation

    • 2017 Prix AIMS (Association Internationale de Management Strategique) du meilleur article theorique pour "Experimenting business models with network effects: a real options perspective" de Charlotte Krychowski, Bertrand Quelin Bulat Sandito
    • 2012 Strategy Research Foundation Recipient (Strategic Management Society)