Bertrand Quelin

Bio: Bertrand Quelin is an academic researcher from HEC Paris. The author has contributed to research in topics: Outsourcing & Transaction cost. The author has an hindex of 21, co-authored 88 publications receiving 2152 citations. Previous affiliations of Bertrand Quelin include Saint Petersburg State University.

Experimenting business models with network effects: a real options perspective

Abstract: Lorsqu'une technologie de rupture apparait, il est difficile pour les nouveaux entrants, comme pour les entreprises en place, de s'imaginer quel est le modele d'affaires le plus approprie pour extraire tout le potentiel economique de la nouvelle technologie. La litterature a etabli qu'il est peu probable de definir le bon modele d'affaires des le depart, et que les firmes doivent plutot proceder a des experiences pour progressivement mettre au point un modele d'affaires en suivant un principe d'essai - erreur. Cependant, la recherche actuelle ne dit pas sur quels criteres il faut fonder les decisions d'investissements necessaires pour realiser ces experiences. Dans le cas d'une technologie de rupture, le premier investissement a realiser est le lancement commercial de la nouvelle technologie. Cette decision souleve deux problemes : (1) un probleme d'echelle : est-il preferable de lancer la technologie a grande echelle pour obtenir des resultats representatifs, ou bien sur un perimetre limite pour reduire les couts du test ? (2) un probleme de duree : faut-il prolonger la duree de l'experience pour ameliorer au mieux le modele d'affaires, ou au contraire l'ecourter pour eviter l'imitation par les concurrents ? Ces deux problemes sont particulierement difficiles a resoudre lorsque le modele d'affaires presente des effets de reseau. Dans cet article, nous etudions dans quelle mesure les options reelles peuvent etre utilisees comme aide a la decision d'investissement lorsqu'une firme souhaite tester le modele d'affaires d'une nouvelle technologie. Nous comparons l'experimentation d'un modele d'affaires a une option d'apprentissage, et analysons les differents facteurs affectant la valeur de cette option, en particulier en presence d'effets de reseau. Nous montrons qu'une analyse optionnelle permet d'estimer la duree optimale de l'experimentation, mais plus difficilement la taille optimale de l'experimentation lorsque nous sommes en presence d'effets de reseau. Nous illustrons notre approche avec le cas de la telephonie mobile en Europe, dont le modele d'affaires a ete profondement change suite a l'introduction de la technologie 3G.

Nber working paper series the governance of non-profits and their social impact: evidence from a randomized program in healthcare in the democratic republic of congo

Abstract: How can non-profit organizations improve their governance to increase their social impact? This study examines the effectiveness of a bundle of governance mechanisms – consisting of social performance-based incentives combined with auditing and feedback – in the context of a randomized governance program conducted in the Democratic Republic of Congo's healthcare sector. Within the program, a set of health centers were randomly assigned to a governance treatment while others were not. We find that the governance treatment leads to i) higher operating efficiency and ii) improvements in health outcomes (measured by a reduction in stillbirths and neonatal deaths). Furthermore, we find that funding is not a substitute for governance – health centers that only receive funding increase their scale, but do not show improvements in operating efficiency nor health outcomes. Overall, our results suggest that governance plays an important role in achieving the non-profits' objectives and increasing the social impact of the funds invested. Anicet Fangwa HEC Paris 1 Rue de la Libération 78350 Jouy-en-Josas France anicet.fangwa@hec.edu Caroline Flammer School of International and Public Affairs Columbia University 420 West 118th Street, Office 1429 New York, NY 10026 and NBER caroline.flammer@columbia.edu Marieke Huysentruyt HEC Paris 1 Rue de la Libération 78350 Jouy-en-Josas France huysentruyt@hec.fr Bertrand Quelin HEC Paris 1 Rue de la Libération 78350 Jouy-en-Josas France quelin@hec.fr A data appendix is available at http://www.nber.org/data-appendix/w30391

Building Sustainable and Stable Global Value Chains: Case 1 Study of Morocco 2

Abstract: Abstract

The knowledge-creating company : how Japanese companies create the dynamics of innovation

Abstract: How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The Economic Institutions of Capitalism

Abstract: The 2008 crash has left all the established economic doctrines - equilibrium models, real business cycles, disequilibria models - in disarray. Part of the problem is due to Smith’s "veil of ignorance": individuals unknowingly pursue society’s interest and, as a result, have no clue as to the macroeconomic effects of their actions: witness the Keynes and Leontief multipliers, the concept of value added, fiat money, Engel’s law and technical progress, to name but a few of the macrofoundations of microeconomics. A good viewpoint to take bearings anew lies in comparing the post-Great Depression institutions with those emerging from Thatcher and Reagan’s economic policies: deregulation, exogenous vs. endoge- nous money, shadow banking vs. Volcker’s Rule. Very simply, the banks, whose lending determined deposits after Roosevelt, and were a public service became private enterprises whose deposits determine lending. These underlay the great moderation preceding 2006, and the subsequent crash.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

A systematic assessment of the empirical support for transaction cost economics

Abstract: Transaction cost economics (TCE) is one of the leading perspectives in management and organizational studies, yet debate continues regarding its empirical support. In this paper, we take stock of the large body of extant research and provide a systematic assessment of empirical evidence. In all, 308 statistical tests from 63 articles, selected according to a set of clear criteria, were examined across various dimensions. We assess not only the level of empirical support for the theory, but also the degree of paradigm consensus present in the empirical literature. Our analysis shows that results are mixed: while we found support in some areas (e.g., with regard to asset specificity), we also found considerable disagreement on how to operationalize some of TCE's central constructs and propositions, and relatively low levels of empirical support in other core areas (e.g., surrounding uncertainty and performance). We conclude that a more thorough empirical grounding of the theory's foundation is crucial to its future development, and offer several strategies for doing this. Copyright © 2003 John Wiley & Sons, Ltd.

Alliance advantage : the art of creating value through partnering

Abstract: Partnerships between companies receive a great deal of attention from top managers and researchers at the time of their formation. This attention results largely from the common perception that the initial structuring of partnerships and establishment of common goals determines partnership outcomes and success. In Alliance Advantage, Doz and Hamel shift the focus away from deal making to the internal processes within the partnership and the unfolding interactions among partners that play an important and relatively unexplored role in shaping outcomes. Focusing on the underlying reasons why companies enter alliances and the processes by which they continually learn from their interactions and re-evaluate common--and individual--goals, the authors paint a sophisticated picture of alliance dynamics over time. The authors challenge organizations to define their objectives for alliance formulation and consider whether their own corporate culture provides an "alliance ready" atmosphere.