Resume - INSEAD

Aline Gatignon CV, October 2014
ALINE GATIGNON
INSEAD
Boulevard de Constance,
77300 Fontainebleau, France
Office: EW1.32
Tel: +33.1.60.72.48.69
Mobile: +33.6.08.46.35.42
E-mail: [email protected]
Web: http://phd-students.insead.edu/aline-gatignon
PERSONAL INFORMATION
Nationality
French, American
Place of Birth
Lower Merion, Montgomery County, Pennsylvania, USA
RESEARCH INTERESTS
Inter-organizational relationships / cross-sector partnerships, emerging markets, capability development and
(inter-) organizational learning, stakeholder engagement and corporate sustainability
DISSERTATION
“Cross-Sector Partnerships and Capability Development in Emerging Markets”
My dissertation builds on three hand-collected databases to examine how organizations can develop their
knowledge and capabilities in emerging markets. I focus on the role that cross-sector partnerships (i.e., alliances
between firms and humanitarian organizations, government bodies and local communities for example) can play
in this process. The empirical contexts I study are cosmetics and banking in Brazil as well as logistics and
healthcare partnerships in Africa, Latin America and Asia.
Committee: Laurence Capron (Chair), Luk N. Van Wassenhove, Javier Gimeno, Witold Henisz (Wharton)
EDUCATION
Ph.D.
INSEAD, concentration: Strategy (expected 2015).
University of Pennsylvania (Wharton), Visiting Doctoral Student, Oct.-Dec. 2010
MSc.
Institut d’Etudes Politiques de Paris (‘Sciences-Po’), Master’s Degree in International
Development Economics, Cum Laude, Bilingual mention (French, Spanish), France, 2007.
B.A.
Institut d’Etudes Politiques de Paris (‘Sciences-Po’), Bachelor’s in Political Science, France, 2005.
Pontificia Universidad Católica, Exchange Program (Economics, Political Science, Latin American
Sociology), Santiago, Chile, 2004-2005.
Baccalaureate French Baccalaureate in Science with Honors, International Option (English), Lycée François Ier,
Fontainebleau, France, 2002.
1
Aline Gatignon CV, October 2014
MANUSCRIPTS BEING REVISED FOR RESUBMISSION

Building Capabilities despite Weak Market-Supporting Institutions: The Role of Shared Institutional
Infrastructure in the Brazilian Cosmetics Industry (with Laurence Capron) – revise & resubmit at Administrative
Science Quarterly
MANUSCRIPTS IN PREPARATION

Spin-Out, Spin-In: Managing the Paradox of Cross-Sector Partnerships in Emerging Markets (Job Market
Paper)

Constructing Cross-sector Partnership Portfolios: Partner Distance and the Dynamics of Alliance Formation
(with Luk N. Van Wassenhove)
RESEARCH IN PROGRESS

Research project with the North Star Alliance, Luk N. Van Wassenhove & Julien Clément (INSEAD) to study
how multi-stakeholder platforms are created and managed, and what is the optimal configuration of crosssector partners. The empirical context is a set of mobile health clinics for truck drivers along the African
Transport corridors, each of which depends on a different constellation of cross-sector partners. – initial stages
OTHER PUBLICATIONS
1. Gatignon, A. & Gatignon, H., 2011. Transaction Costs in Action: Erin Anderson and the Path-Breaking
Work of TCE in New Areas of Business Research, Journal of Retailing, Vol 86, No 3, pp. 232-247
2. Gatignon, A., Charles, A. & Van Wassenhove, L.N., 2010. The Yogyakarta Earthquake: Humanitarian
Relief through IFRC's Decentralized Supply Chain, International Journal of Production Economics, vol.
126, no. 1, pp. 102-110
3.
Contributor to: Dirk-Jan Koch, A Paris Declaration for NGOs? in Financing Development 2008: Whose
ownership?, OECD Development Centre
AWARDS

Nominated for the Strategic Management Society Best Conference Paper for Practice Implications and Best
PhD Conference Paper awards for “The Double-Edged Sword of Public-Private Partnerships: Value Creation
and Value Capture across Sector Boundaries” (2014)

Outstanding Reviewer Award for the Business Policy and Strategy Division of the Academy of Management
Annual Conference (2014)

Winner of the Strategic Management Society Best Conference PhD Paper Prize for “The Locus of Capabilities
in Emerging Markets: The Role of Micro-Macro Resource Grafting by Leading Domestic Firms” (with
Laurence Capron) (2013)

Nominated for Best Paper, Best Student Paper and Best Paper for Managerial Implications Awards of the
Strategic Management Society Annual Conference for “A Process Perspective on Institutional Capability
Development” (with Laurence Capron) (2012)

Winner of the European Foundation for Management Development (EFMD) case study competition in the
‘Supply Chain Management’ category (2010), for “The Yogyakarta earthquake: IFRC’s first experiences with
the decentralized supply chain”, (with Luk N. Van Wassenhove and Aurélie Charles)
2
Aline Gatignon CV, October 2014

Winner of the European Foundation for Management Development (EFMD) case study competition in the
‘Public Sector Innovation’ category (2009), for “Safety in Numbers: Reducing road risk with Danida's multisector partnership” (with Luk N. Van Wassenhove)

Winner of the European Foundation for Management Development (EFMD) case study competition in the
‘African Business Cases’ category (2009), for “Paving the Road to Healthy Highways: A partnership to Scale
up HIV & AIDS Clinics in Africa” (with Luk N. Van Wassenhove)
SCHOLARSHIPS & GRANTS

United Nations World Food Program (WFP) Grant. To develop an online platform to screen, manage and
evaluate private-sector partnership opportunities at WFP (2013)

Academy of International Business (AIB) Foundation Doctoral Stipend Program Award (2013, 2014)

Women in the Academy of International Business (WAIB) ‘Helping Hands’ Award (2013)

INSEAD-Wharton Alliance Grant. To support research and conference participation (2013)

INSEAD-Wharton Alliance Grant. To organize the 1st Alliance Doctoral Consortium (2012)

TNT N.V. Grant. To conduct field visits and hire an RA for a study of the TNT-WFP partnership (2012)

INSEAD Research Foundation & Alumni Fund Grant. To conduct field research in Brazil (2011-2013)

INSEAD-Wharton Alliance Grant. To participate in a campus exchange at Wharton (2010)

Doctoral Fellowship, INSEAD (2009-2014)

INSEAD Research Foundation & INSEAD Alumni Fund Grants. For case study development prior to joining
the INSEAD PhD program (2008-2009)
TEACHING
1- CEDEP Training Program for the ‘Ecole des Ponts’ Engineering School

Taught a group of 30 students for a half-day session on sustainable business and cross-sector partnerships,
September 2014, Fontainebleau, France.
2- Sorbonne University ‘Doctoriales’ Workshop

Coached 2 teams of doctoral students during a 1-week workshop on commercializing innovations from
academic research (w/ Luk N. Van Wassenhove), April 2014. One team won the 1st prize for their
presentation on the United Nations World Food Program Partnership Screening Tool case.
3- TNT and the United Nations World Food Program (WFP)

Designed and led 3 workshops on developing and managing a portfolio of private-sector partnerships for
capacity building for WFP (w/ Luk N. Van Wassenhove),
Rome, Italy, November 2013, January 2014, February 2014

Designed and led 3 workshops on the partnership between TNT and WFP (w/ Luk N. Van Wassenhove),
Fontainebleau, France & Rome, Italy, May 2012, June 2012, October 2012

Presentations to the cross-functional Corporate Responsibility team at TNT and Private Sector Partnerships
unit at WFP, Fontainebleau, France, June 2013

Presentation to the Board of TNT, Hoofddorp, Netherlands, November 2012
3
Aline Gatignon CV, October 2014
4- INSEAD, Fontainebleau, France.

Facilitator, Advanced Management Program for Brazilian executives in collaboration with Fundação Dom
Cabral, September 2013 & 2014 (based on my dissertation research)

Facilitator, Executive MBA session-Corporate Sustainability, August 2013 (based on my dissertation research)

Teaching Assistant, Open Enrollment Program on M&As and Corporate Strategy, 2012-2013

Teaching Assistant, MBA Strategy Core Course, 2012

Designed and led an Executive Education session on Scaling Up Social Innovation, 2008 (Case Taught:
“Paving the Road to Healthy Highways – A Partnership to Scale Up HIV/AIDS Clinics in Africa” by
Gatignon, A. & Van Wassenhove, L.N., 2008.)
5- MEMCH (Grassroots NGO), Santiago, Chile.

Designed, managed and taught a basic computer course for local community leaders, 2004-2005
6- Pontificia Universidad Católica, Santiago, Chile.

Volunteer: tutoring for children in disadvantaged communities, 2004-2005
TEACHING CASE DEVELOPMENT – INSEAD SOCIAL INNOVATION CENTER

Charles, A., Gatignon, A. & Van Wassenhove, L.N, 2011. The Yogyakarta earthquake: IFRC’s first
experiences with the decentralized supply chain, INSEAD case study No. 5590.

Winner (Supply Chain Management category): European Foundation for Management Development
(EFMD) case study competition 2010

Gatignon, A. & Van Wassenhove, L.N., 2009. When the Music Changes, so does the Dance-the TNT/WFP
partnership ‘Moving the World’ five years on, INSEAD case study 02/2010-5596

Gatignon, A. & Van Wassenhove, L.N., 2009. Safety in Numbers-Danida’s Multi-Sector Partnerships Reduce
Road Risk in the Developing World, INSEAD case study 03/2009-5589


Winner (Public Sector Innovation category): European Foundation for Management Development
(EFMD) case study competition 2009
Gatignon, A. & Van Wassenhove, L.N., 2008. Paving the Road to Healthy Highways – A Partnership to Scale
Up HIV/AIDS Clinics in Africa, INSEAD case study 07/2008-5523

Winner (African Business Cases category): European Foundation for Management Development
(EFMD) case study competition 2009

Selected for publication in a condensed version as a free case in ECCHO issue 40
4
Aline Gatignon CV, October 2014
CONFERENCE & INVITED PRESENTATIONS
1.
INSEAD Network Evolution Conference 4.0, Fontainebleau (France), October 2014: Building Capabilities despite
Weak Market-Supporting Institutions: The Role of Shared Institutional Infrastructure in the Brazilian
Cosmetics Industry (presented by co-author Laurence Capron)
2.
3rd Wharton-INSEAD Alliance PhD Consortium, Fontainebleau (France), September 2014: “Constructing Crosssector Partnership Portfolios: Partner Distance and the Dynamics of Alliance Formation”
3.
Strategic Management Society Annual Conference, Madrid (Spain), September 2014: “The Double-Edged Sword
of Public-Private Partnerships: Value Creation and Value Capture across Sector Boundaries” (nominated for
Best Conference Paper for Practice Implications award and Best PhD Conference Paper award)
4.
Strategic Management Society Pre-Conference Extension: Public-Private Governance, Social Value and Innovative
Organizational Design, Paris (France), September 2014: “Building capabilities in Brazil: The Role and
Governance of Public-Private Ties in Emerging Market Strategy”
5.
Academy of Management Annual Conference, Philadelphia (USA), August 2014
6.

Paper Presentation: “Building Capabilities in Emerging Markets: The Double-Edged Sword of CrossSector Alliances” (International Management Division)

Paper Presentation: “How Standalone Firms Build Capabilities: The Role of Shared Institutional
Infrastructure in Brazil” (Business Policy and Strategy Division)

Professional Development Workshop (PDW) co-organizer with, L. Capron, N. Dutt; W. Mitchell, E.
Vidal; O. Voronina –“Institutional Intermediation in Emerging Markets: Economics, Sociology, and
Business Strategy” (Business Policy and Strategy Division)

Symposium presenter: “Juggling too many things or spicing things up? The challenge of managing
social business” (organized by F. D’Alsace and N. Dragonetti) (Business Policy and Strategy &
Organization and Management Theory Divisions)
Academy of International Business Annual Conference, Vancouver (Canada), June 2014:

Paper Presentation: “How Standalone Firms Build Leading-Edge Capabilities in Emerging Markets:
The Role of Shared Institutional Infrastructure in the Brazilian Cosmetics Industry”

Paper Presentation: “Building Capabilities in Emerging Markets: The Double-Edged Sword of CrossSector Alliances”

Session Chair: “Innovation in Multinational Enterprises”
7.
2nd Wharton-INSEAD Alliance PhD Consortium, Philadelphia (USA), October 2013: “Building Capabilities in
Emerging Markets: the Role of Cross-Sector Alliances”
8.
Strategic Management Society Annual Conference, Atlanta (USA), October 2013: “The Locus of Capabilities in
Emerging Markets: The Role of Micro-Macro Resource Grafting by Leading Domestic Firms” (winner, Best
Conference PhD Paper Prize)
9.
Academy of Management Annual Conference, Lake Buena Vista (USA), August 2013:

Professional Development Workshop (PDW) co-organizer with L. Capron – “Inter-Organizational
Relationships in Emerging Markets: How do they Differ?” (Business Policy and Strategy Division)
5
Aline Gatignon CV, October 2014

Paper Presentation: “Building Capabilities in Emerging Markets: “How Firms Integrate their
Operational and Relational Resources.” (Business Policy and Strategy Division)
10. Academy of International Business (AIB), Istanbul (Turkey), July 2013: “When Opposites Attract: Learning from
Cross-Sector Alliances in Emerging Markets”
11. Consortium for Competitiveness and Cooperation, Kansas City (USA), March 2013: “Building Capabilities from
Cross-Sector Alliances in Emerging Markets”
12. Israel Strategy Conference Doctoral Consortium, Tel Aviv (Israel), December 2012: “Capability-building in
Challenging Institutional Environments: How Emerging Market Firms Integrate Operational and Relational
Capabilities”
13. 1st Wharton-INSEAD Alliance PhD Consortium, Fontainebleau (France), October 2012: “Cross-Sector Alliances
to Integrate Relational and Operational Strategies in Challenging Institutional Contexts”
14. Strategic Management Society Annual Conference, Prague (Czech Republic), October 2012:

Paper Presentation: “A Process Perspective on Institutional Capability Development”

Interview with Robert Grant, Knowledge and Innovation Interest Group, Foundational Thought
Leader series.

Strategy Research Initiative (SRI) Paper Development Workshop: “A Process Perspective on
Institutional Capability Development”
15. Society for the Advancement of Socio-Economics (SASE), 24th Annual Meeting, Boston (USA), June 2012:
“Becoming a Brazilian Superstar: Achieving Sustainable Competitive Advantage in Challenging Institutional
Environments”
16. Strategic Management Society Annual Conference, Miami (USA), October 2011: Doctoral Student Consortium
17. PREBEM Doctoral Consortium, Rotterdam (Netherlands), September 2011
18. Academy of Management Conference, San Antonio (USA), August 2011: “Surfing the Waves or Turning the Tide?
Institutional Capabilities and Firm Strategy”
19. 10th Annual Colloquium of the European Academy of Business in Society (EABIS), Fontainebleau (France), October
2011 : “Jump-Starting Social Networks: Using Lead Partnerships to Ignite Companies’ CSR Programs”
20. 3rd Annual Conference of the Alliance for Research on Corporate Sustainability (ARCS) & 11th Annual Strategy and
the Business Environment (SBE) Conference, Philadelphia (USA), May 2011: “Jump-Starting Social Networks:
Using Lead Partnerships to Ignite Companies’ CSR Programs”
21. Academy of Management Conference, Montreal (Canada), August 2010 : “Jump-Starting Social Networks: Using
Lead Partnerships to Ignite Companies’ CSR Programs”
6
Aline Gatignon CV, October 2014
SELECTED DOCTORAL COURSEWORK
METHODS
Research Methods (INSEAD )
Pro-Seminar on Applied Research Methods for Management
(Wharton) - audited
Econometrics A&B (INSEAD)
Probability & Statistics (INSEAD)
Applied Event History Analysis (INSEAD)
Multivariate Analysis A&B (INSEAD)
Methods in Network Analysis (INSEAD)
Microeconomics (INSEAD)
STRATEGY & INTERNATIONAL BUSINESS
Foundations of Strategy and Organization (INSEAD)
Strategic Management Process (INSEAD)
Readings and Research on Multinational Enterprises (INSEAD)
Family Business Research (Wharton)
Economic Foundations of Management (Wharton)- audited
Competitive Strategy Research (INSEAD)
Corporate Strategy (INSEAD)
ORGANIZATIONAL BEHAVIOR
Social Theory (INSEAD)
Introduction to Social Psychology (INSEAD)
Introduction to Organizational Theory (INSEAD)
Organizational Sociology (INSEAD)
Paul Kleindorfer
Mauro Guillén, Sigal Barsade,
Nicolaj Siggelkow
Amine Ouazad
Ilia Tsetlin
Henrich Greve
Hubert Gatignon
Jarett Spiro
Tim Van Zandt, Morten Bennedsen
Gabriel Szulanski, Guoli Chen
Yves Doz, Charles Galunic, Quy Huy
Subramanian Rangan
Raphael Amit
Daniel Levinthal
Felipe Csazar
Laurence Capron, Bart Vanneste, Vikas
Aggarwal
Henrich Greve
William Maddox
Jarrett Spiro
Michael Tushman
SERVICE

Ad-Hoc Reviewer: Administrative Science Quarterly, Strategic Management Journal, International Journal of
Production Economics

Session Chair, Academy of International Business Annual Conference, Vancouver 2014: Innovation in
Multinational Enterprises

Assisted the Chair of the Innovation & Knowledge Management Track in managing the review process and
organizing sessions for the Academy of International Business Annual Conference 2014

Reviewer, Strategic Management Society Annual Conference, 2012, 2013, 2014

Reviewer, Academy of Management Annual Conference, 2011, 2012, 2013, 2014

Reviewer, Strategic Management Society Special Conferences: Tel Aviv (2013), Santiago (2015)

Reviewer, Academy of International Business Annual Conference, 2013

Volunteer, Strategic Management Society Annual Conference, 2013, 2014

Volunteer, Academy of International Business Annual Conference, 2013, 2014

Co-organizer of the 1st Wharton-INSEAD Alliance PhD Consortium, 2012 (now in its 3rd edition)
7
Aline Gatignon CV, October 2014

Session Chair, EABIS 10th Annual Colloquium, Fontainebleau, France, 2011

Strategy Area PhD representative, INSEAD PhD Department Contact Group, 2011-2013
PRIOR EMPLOYMENT
INSEAD, Social Innovation Center, Fontainebleau, France.
Research Associate (2008-2009)
OECD, Development Center, Issy-les-Moulineaux, France.
Intern (2006)
PROFESSIONAL MEMBERSHIPS

Academy of International Business (2013 - 2014)

Academy of Management (2010-2011-2013-2014)

Strategic Management Society (since 2011)

Society for the Advancement of Socio-Economics (2012)
LANGUAGES

English (Native Speaker) / French (Native Speaker) / Portuguese (Fluent) / Spanish (Fluent)
OTHER

Capoeira: teach 3-11 year olds; President of non-profit association

Crew: 11 years; French Varsity Championship – bronze medal 2004
8
Aline Gatignon CV, October 2014
REFERENCES
LAURENCE CAPRON
Professor of Strategy
The Paul Desmarais Chaired Professor of Partnership
and Active Ownership
INSEAD
Bd de Constance, 77300 Fontainebleau, France
[email protected]
+33 (0)1 60 72 48 01
JAVIER GIMENO
Professor of Strategy
Aon Dirk Verbeek Chaired Professor in International
Risk and Strategic Management
Academic Director, INSEAD European
Competitiveness Initiative
Chair, Strategy Area
INSEAD
Bd de Constance, 77300 Fontainebleau, France
[email protected]
+33 (0)1 60 72 48 09
WITOLD J. HENISZ
Deloitte & Touche Professor of Management in Honor
of Russell E. Palmer, former Managing Partner
Wharton School of the University of Pennsylvania
3107 Steinberg Hall-Dietrich Hall
Philadelphia, PA 19104-6370, USA
[email protected]
+(1) (215) 898 0788
LUK N. VAN WASSENHOVE
Professor of Technology and Operations Management
The Henry Ford Chaired Professor of Manufacturing
Director, INSEAD Humanitarian Research Group
INSEAD
Bd de Constance, 77300 Fontainebleau, France
[email protected]
+33 (0)1 60 72 42 66
9
Aline Gatignon CV, October 2014
APPENDIX – SELECTED RESEARCH ABSTRACTS
Building Capabilities despite Weak Market-Supporting Institutions: The Role of Shared Institutional
Infrastructure in the Brazilian Cosmetics Industry (with Laurence Capron) – revise & resubmit at
Administrative Science Quarterly
This paper focuses on understanding how standalone local firms (as opposed to business groups or foreign
multinationals) can build their product innovation and distribution capabilities in environments with weak
market-supporting institutions. It adopts an inductive perspective based on longitudinal, comparative case
studies of two Brazilian cosmetics firms from 1990 to 2011. Although they initially share similar characteristics,
one becomes the industry leader and the other a runner-up, which allows us to observe sources of performance
differential at the top. The analysis relies on rich archival and interview data hand-collected in Brazil. The paper
highlights the sophisticated governance and stakeholder management practices that enable standalone firms to
create a competitive advantage in emerging markets: these consist in developing a complex set of multilateral,
cross-sector relationships that are tightly integrated within firms’ core operations. The leading firm uses these
partnerships to build a ‘Shared Institutional Infrastructure’, co-creating resources that are necessary for its own
development such as access to talent, capital, or vertical intermediaries. This in turn has a dual effect on its
capabilities, through ‘institutional intermediation’ (mitigating the impact of weak market-supporting institutions
on its capabilities) and ‘social contract’ benefits with its exchange partners. The runner-up firm, in turn, relies on a
more classical set of business partnerships to develop capabilities through relational rents. As a result, the paper
deepens our understanding of how the development of exchange relationships can enable firms to compensate
for missing institutional structures, and shows how the institutional context can provide channels or pathways to
firms’ capability development.
Spin-Out, Spin-In: Managing the Paradox of Cross-Sector Partnerships in Emerging Markets -Job Market
Paper
This paper examines how multinational corporations can effectively govern Cross-sector Partnerships (CSPs) in
emerging markets, and under what conditions these partnerships can enhance their knowledge and skills. The
empirical setting is a pioneering 10-year partnership between global logistics provider TNT and the United
Nations World Food Program. After constructing hypotheses from inter-organizational learning and
organizational identity theory, I use archival and interview data to illustrate how they apply to CSPs. I then test
these hypotheses using survey data from TNT. I find that the firm must jointly manage the ‘spin-out’ and ‘spinin’ phases of the alliance process, because CSPs create a paradoxical situation: the factors underlying success in
generating employee learning during joint projects also undermine the firm’s ability to reintegrate employees and
the knowledge they have acquired into its core operations afterwards. This is due to the exploratory nature of the
knowledge developed and ‘identity shifts’ as employees involved become more attached to their partnership
identity. To overcome these effects, the firm must embed the management of CSPs within its core operations and
demonstrate to employees that their CSP experiences are strategically relevant. With experience, the firm can
develop a ‘spin-out, spin-in’ capability for managing both phases of CSPs, hence increasing their operational
success and the benefits to the firm. In addition to enhancing our understanding of an increasingly prevalent
phenomenon in emerging markets, implications are also drawn for research on inter-organizational learning.
10

Download Report