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Edward De Bono

leading authority on Creative Thinking - Inventor of Lateral Thinking

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Robert S. Kaplan

creator of the Balanced Scorecard

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Phil Kotler

world leading marketing authority

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Michael Spendolini

the inventor of Benchmarking

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Michael Jacobides

strategic & international management expert

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Donald Sull

strategic agility in unpredictable markets

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Isaac Getz

innovation: the value of small ideas

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Roger Hallowell

service management expert

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Raphael Cohen

expert on innovation & entrepreneurship

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Gary Becker

Economics Nobel Laureate 1992

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Our Mission

To introduce the best International Management, Economics and Finance practices.
To develop innovative ideas, methodologies and management tools to support Operating Enterprises in implementing their own Corporate culture.
JACOBIDES, MICHAEL G. Print E-mail

 
Michael Jacobides's Mug ShotAssociate Professor, London Business School, London, UK
and Ghoshal Fellow, Advanced Institute for Management Research, UK

Main Topics: Strategic management; industry evolution; industry architecture; competitive advantage; strategic innovation; business models; organizational design and outsourcing. Institutional, organizational & evolutionary economics
 

 
Professional Profile: Michael G. Jacobides is Associate Professor of Strategic and International Management at the London Business School, and the Sumantra Ghoshal Fellow at the Advanced Institute for Management Research in the UK.
He has been on the faculties of Harvard Business School and the Wharton School (U. of Pennsylvania), and teaches at the joint Columbia Business School / LBS Global Executive MBA. Michael is a Senior Fellow at Wharton’s Financial Institutions Centre, and he has been a NATO Science Fellow and a Leverhulme Trust Principal Investigator.
His research recently earned him, among others, the Sloan Foundations’ Prize for Industry Studies (2006). His research focuses on industry and value chain evolution, identifying the new strategic dynamics of changing “industry architectures”. He looks at how technology, competition and de-regulation re-shape sectors, changing “who does what” and, as a result, “who takes what”. He also studies firms’ strategic design, looking at how to restructure and reconfigure value propositions and value chains to cope with domestic and global forces.
Michael has published in the Academy of Management Review, Academy of Management Journal, Strategic Management Journal, Organization Science, Organization Studies and Industrial and Corporate Change, where he is an Associate Editor. His work is used by Wall Street analysts and regulators, and is reported by industry publications such as The Banker and Strategy & Business.
He has given keynotes to firms such as Winterthur / Credit Suisse, PwC and McKinsey & Co, industry associations such as the British Bankers Association in the UK or MBAA in the US and NGO’s such as the UN / UNCTAD. His executive development interests revolve around weaving strategic decision making in the organizational fabric of the firms; in helping them identify the dynamics of their business environment & build their resource and capability positions. He works with companies such as RBS, Zurich Financial Services, Barclays Plc., HSBC, Pirelli SpA, Orange, TV2 (Denmark), ACE, IBM, PwC, Lufthansa and EADS.
Michael has received many distinctions, both for his research, and for his executive work and teaching, including the Innovation in Teaching Award in LBS, and the Teacher of the Year Award at the Wharton School in 2000. He currently teaches in LBS’s executive and senior degree programmes (such as the Sloan Fellow’s Masters).
 

 

Education:
  • B.S. in Economics, School of Economics, Athens University, Greece, 1992
 
  • M.A. in Applied Economics & Managerial Science, Wharton School, University of Pennsylvania, 1996
 
  • Visiting Scholar, Cambridge University, 1996; Stanford University (Economics Dept, and Graduate School of Business), 1997
 
  • Ph.D. in Management, Wharton School, University of Pennsylvania, 2000

 

 

Selected Works:
  • M.G. Jacobides, “Playing Football in a Soccer Field: Value Chain Structure, Institutional Modularity, and Success in Foreign Expansion”, 2007
 
  • M.G. Jacobides, T. Knudsen and M. Augier, 2006. “Who does What and Who takes What: Benefiting from Innovation", AIM Management Briefing, December
 
  • M.G. Jacobides, T. Knudsen and M. Augier, 2006. “Benefiting from Innovation: Value Creation, Value Appropriation and the Role of Industry Architectures”, Research Policy, vol. 35, pp. 1200-1221
 
  • M.G. Jacobides and S. Billinger, 2006. “Designing the Boundaries of the Firm: From “Make, Buy or Ally” to the Dynamic Benefits of Vertical Architecture”, Organization Science, vol. 17, No. 2 March/April: pp. 249-261
 
  • M.G. Jacobides, 2006. “The Architecture and Design of Organizational Capabilities”, Industrial and Corporate Change, vol. 15, No. 1, February: pp. 151-171
 
  • E. Cacciatori and M.G. Jacobides, 2005. “The Dynamic Limits of Specialization: Vertical Integration Reconsidered”, Organization Studies, vol. 26, No.12, December: pp. 1851-1883
 
  • M.G. Jacobides, 2005. “Industry Change through Vertical Dis-integration: How and Why Markets Emerged in Mortgage Banking”, Academy of Management Journal, vol. 48, No. 3, June: pp. 465-498
 
  • M.G. Jacobides and S.G. Winter, 2005. “The Co-evolution of Capability and Transaction Costs: Explaining the Institutional Structure of Production”, Strategic Management Journal, vol. 26, No.5, May: pp. 395-413