Michael Jacobides

Michael G Jacobides is the Sir Donald Gordon Professor of Entrepreneurship & Innovation and Professor of Strategy at London Business School. His work, which has received the Sloan Foundation Award, has appeared in the top academic journals such as SMJ, AMJ, AMR, OrgSci and Industrial & Corporate Change, where he is a co-Editor. He studies industry evolution, value migration, firm boundaries and organization design. His recent work has shed light on the emergence and development of digital platforms and ecosystems and has looked at the strategic and policy issues this raises. He has visited Harvard, NYU, Cambridge, Imperial, Bocconi and Wharton, where he obtained his PhD, after studying at Athens, Cambridge and Stanford. He is the Chief Expert Advisor on the Digital Economy at the Hellenic Competition Commission and a co-author of the WEF’s White Paper on Digital Platforms and Ecosystems. He is also a Visiting Scholar at the New York Fed, working on the shifting business model of financial intermediation.

Michael is the Lead Advisor of EvolutionLtd and an Academic Advisor to the Boston Consulting Group. A winner of the 2018 Theory to Practice Award from the StrategieForum, he was selected in 2019 as one of the Thinkers50. He writes for HBR, SMR and Forbes.com, and has appeared at the FT, CNN and BBC. He works on thought leadership with consultants such as McKinsey, IDEO, Accenture, PwC, Deloitte, Keystone and ECSi, and on strategy with corporates such as Haier, Huawei, MasMovil, Vodafone, Nokia, SAP, Enel, Santander, Helvetia, Zurich, CS, Airbus, DeBeers, Burberry, MerckSerono and the NHS. He served on the Global Agenda Council of the World Economic Forum and has presented at the Davos Annual meetings.

Research interests

• Industry evolution and profit migration
• Business model change
• Strategy in changing environments
• Corporate turnarounds and organisational transformation
• Structural change and policy challenges

Education

• 12/2000 The Wharton School, University of Pennsylvania
  PhD in Management (Strategy)
  Fellow, Wharton Decision Sciences Interdepartmental Group, 1996–2000
• 1996 The Wharton School, University of Pennsylvania
  MA, Applied Economics & Managerial Science
  Major: Strategy; Minor: Decision & Information Science.
• 1992 School of Economics, Athens University
  BS, Economics
  Economic Policy; IO & Technology; Econometrics. Summa Cum Laude

Currently

• London Business School - Sir Donald Gordon Chair of Entrepreneurship & Innovation (from 2009); and Professor of Strategy (from 2019)
• Hellenic Competition Commission - Chief Expert Advisor on the Digital Economy (from 2020)
• Evolution Ltd - Lead (Academic) Advisor (from 2019)
• Boston Consulting Group - Academic Advisor (Global Advantage Practice & Henderson Institute, from 2018)
• University of Cambridge - Visiting Research Fellow, Judge Business School (from 2017)
• Federal Reserve Bank of New York - Visiting Scholar (from 2016)
• Industrial & Corporate Change - Co-Editor (from 2015)

Previously

• 2007– London Business School - Tenured Associate Professor of Strategic & International Management
• 2000–2007 London Business School - Assistant Professor of Strategic & International Management
• 2006–2011 Advanced Institute for Management Research - Sumantra Ghoshal Fellow

Academic Positions

• 2017- 18 Imperial College - Visiting Associate Professor of Strategy, Imperial Business School
• 2012–13 New York University - Visiting Scholar, Management & Organization Department, Stern School
• 2010 Bocconi University, Milan - Visiting Scholar
• 2008 Singapore Management Univ. - Distinguished Scholar
• 2007 University of Paris-XI - Professeur Invité
• 2006–07 Harvard Business School - Visiting Scholar
• 2004–05 The Wharton School, UPenn - Senior Scholar, Management Department
• 2000 The Wharton School, UPenn - Adjunct Assistant Professor of Information, Strategy, Systems & Economics, OPIM Department
• 1998–2000 The Wharton School, UPenn - Lecturer in Management, Undergraduate Division
• 1997–1998 Stanford University - Visiting Scholar, Economics Department and Strategy Group, GSB
• 1996–1997 University of Cambridge - Visiting Scholar, Judge Institute of Management Studies. Graduate rights, Trinity College & Sidney Sussex

Refereed Journal Publications

• M.G. Jacobides, N. Lang, K. von Szczepanski, 2020, “When the default just won’t do: Resilience as the new competitive necessity“, Management & Organization Review, October.
• M.G. Jacobides, C. Cennamo and A. Gawer, 2018, “Toward a theory of Business Ecosystems”, Strategic Management Journal, Vol 39, No 8, pp. 2255-2276.
• M.G. Jacobides J.P. MacDuffie and C.W Tae, 2016, “Agency, Structure, and OEM Dominance: Change and Stability in the Automotive Sector”, Strategic Management Journal, Vol 37, No. 9, pp. 1942-1967.
• M.G. Jacobides and C.J.W Tae, 2015. “Kingpins, bottlenecks and value dynamics along a sector”, Organization Science, Vol 26, No 3, pp. 889-907.
• M.G. Jacobides, 2015, “What drove the financial crisis? Structuring our historical understanding of a predictable evolutionary disaster”, Business History, Vol 57, No 5, pp. 716-735.
• M.G. Jacobides and A. Kudina, 2013, “How Industry Architectures Shape Success when Expanding in Emerging Economies”, Global Strategy Journal, Vol 3, No. 2, pp. 150-170.
• M.G. Jacobides, S.G. Winter and S.M. Kassberger, 2012, “The Dynamics of Profit, Wealth, and Competitive Advantage”, Strategic Management Journal, Vol 33, No. 12, pp. 1384–1410.
• M.G. Jacobides and S.G. Winter, 2012, “Capabilities: Structure, Agency and Evolution”, Organization Science, Vol 23, No. 5, pp. 1365-1381.
• S. Brusoni, M.G. Jacobides and A. Prencipe, 2009, “Strategic Dynamics of Industry Architectures and the Challenge of Knowledge Integration”, European Management Review, Vol 6, pp. 209–216.
• M.G Jacobides, 2008, “How Capability Differences, Transaction Costs, and Learning Curves Interact to Shape Vertical Scope”, Organization Science, Vol. 19, pp. 306–326.
• M.G. Jacobides, 2008, “Playing Football in a Soccer Field: Value Chain and Structure, Institutional Modularity, and Success in Foreign Expansion” Managerial and Decision Economics, Special Issue on Strategy (M. Peteraf & C. Maritan, eds.), Vol. 29, pp. 257–276.
• M.G Jacobides, 2007, “The Inherent Limits of Organizational Structure and the Unfulfilled Role of Hierarchy: Lessons from a Near War”, Organization Science, Vol. 18, pp. 455–477.
• M.G. Jacobides and S.G. Winter, 2007, “Entrepreneurship and Firm Boundaries: The Theory of A Firm”, Journal of Management Studies, Special Issue on Entrepreneurship and the Entrepreneurship of the Firm (J.B. Barney & S. Alvarez, eds.), Vol. 44, pp. 1213–1241.
• 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. 1200–21.
• 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.
• M.G. Jacobides and L.M. Hitt, 2005. “Losing Sight of the Forest for the Trees? Productive Capabilities and Gains from Trade as Drivers of Vertical Scope”, Strategic Management Journal, Vol. 26, No.13, pp. 1209–1227.
• 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.
• M.G. Jacobides and D.C. Croson, 2001. “Information Policy: Shaping the Value of Agency Relationships”, Academy of Management Review, Vol. 26, No. 2, April: pp. 202–223.