Photo of Olivier Chatain

Olivier Chatain

Assistant Professor

Research Interests: competitive strategy, formal models applied to business strategy

Links: CV, Google Scholar Profile, Selected Works

Contact Information

Address: 2026 SHDH, 3620 Locust Walk, Philadelphia, PA 19104
Email: chatain@wharton.upenn.edu
Office: (215) 746-3122
Office Fax: (215) 898-0401

Overview

Education

PhD, INSEAD, Fontainebleau, 2007; MS, INSEAD, Fontainebleau, 2004; DEA, Université Paris I Panthéon-Sorbonne, 1999; Diplôme, ESSEC, Cergy-Pontoise, 1998.

Academic Positions Held

Wharton: 2007-present.

Other Positions

Strategy Consulting, Roland Berger Strategy Consultants, Paris, 1999-2001.

Current Projects

Competitive frictions and competitive advantage. Empirical estimation of value creation and value capture.

Research


  • Olivier Chatain, Cooperative and Non-Cooperative Game Theory  Description
  • Olivier Chatain (Under Revision), Estimating Value Creation from Revealed Preferences: Application to Value-Based Strategy.
  • Olivier Chatain, Philipp Meyer-Doyle (Under Revision), How Do Firms Match Their Capabilities to Tasks? Evidence From M&A.
  • Olivier Chatain, P. Zemsky (2011), Value Creation and Value Capture with Frictions, Strategic Management Journal, 32 (11), 1206 - 1231.  Abstract
  • Olivier Chatain (2010), Value Creation, Competition and Performance in Buyer-Supplier Relationships, Strategic Management Journal, 32 (1), 76 - 102.    Abstract
  • “Frictions, Rivalry, and the Emergence of Heterogeneity,” 69th Academy of Management Annual Metting
  • L. Capron, Olivier Chatain (2008), Competitors’ Resource-Oriented Strategies: Acting upon Competitors’ Resources thro.ugh Interventions in Factor Markets and Political Markets, Academy of Management Review, 33(1) 97-121.    Abstract
  • Olivier Chatain, P. Zemsky (2007), The Horizontal Scope of the Firm: Organizational Tradeoffs versus Buyer-Supplier Relationships., Management Science, 53 (4) 550-565.    Abstract
  • "Extracting Value from Client Relationships: Expertise and Cross-Selling in the UK Legal Market," 67th Academy of Management Annual Meeting

Awards And Honors

  • Best Paper Award, Academy of Management, BPS Division, 2009
  • Outstanding Dissertation Award, Business Policy and Strategy Division, 2008
  • Best Doctoral Student Paper Award, Business Policy and Strategy Division of the Academy of Management, 2007

In The News

Courses

Current

  • MGMT211 - Competitive Strategy

    This is an advanced course in competitive strategy. The course will apply the tools of industrial organization economics and game theory to examine the strategic decisions that managers make. We will examine those decisions concerning pricing, capacity investment, advertising, new product introductions, and research and development. Emphasis will be placed on the strategic interaction among rival sellers. In particular we will look at the various methods of entry deterrence and strategic commitment. The course will attempt to integrate traditional economic models with case study materials.

    MGMT211001  ( Syllabus

  • MGMT223 - Business Strategy and Policy

    This course encourages students to analyze the problems of managing the total enterprise in the domestic and international setting. The focus is on the competitive strategy of the firm, examining issues central to its long- and short-term competitive position. Students act in the roles of key decision-makers or their advisors and solve problems related to the development or maintenance of the competitive advantage of the firm in a given market. The first module of the course develops an understanding of key strategic frameworks using theoretical readings and case-based discussions. Students will learn concepts and tools for analyzing the competitive environment, strategic position and firm-specific capabilities in order to understand the sources of a firm's competitive advantage. In addition, students will address corporate strategy issues such as the economic logic and administrative challenges associated with diversification choices about horizontal and vertical integration. The second module will be conducted as a multi-session, computer-based simulation in which students will have the opportunity to apply the concepts and tools from module 1 to make strategic decisions.

    The goal of the course is for students to develop an analytical tool kit for understanding strategic issues and to enrich their appreciation for the thoughtprocesses essential to incisive strategic analysis. This course offers students the opportunity to develop a general management perspective by combining their knowledge of specific functional areas with an appreciation forthe requirements posed by the need to integrate all functions into a coherent whole. Students will develop skills in structuring and solving complex business problems.

    MGMT223001  ( Syllabus

Previous

  • MGMT223 - Business Strategy and Policy

    This course encourages students to analyze the problems of managing the total enterprise in the domestic and international setting. The focus is on the competitive strategy of the firm, examining issues central to its long- and short-term competitive position. Students act in the roles of key decision-makers or their advisors and solve problems related to the development or maintenance of the competitive advantage of the firm in a given market. The first module of the course develops an understanding of key strategic frameworks using theoretical readings and case-based discussions. Students will learn concepts and tools for analyzing the competitive environment, strategic position and firm-specific capabilities in order to understand the sources of a firm's competitive advantage. In addition, students will address corporate strategy issues such as the economic logic and administrative challenges associated with diversification choices about horizontal and vertical integration. The second module will be conducted as a multi-session, computer-based simulation in which students will have the opportunity to apply the concepts and tools from module 1 to make strategic decisions.

    The goal of the course is for students to develop an analytical tool kit for understanding strategic issues and to enrich their appreciation for the thoughtprocesses essential to incisive strategic analysis. This course offers students the opportunity to develop a general management perspective by combining their knowledge of specific functional areas with an appreciation forthe requirements posed by the need to integrate all functions into a coherent whole. Students will develop skills in structuring and solving complex business problems.

  • MGMT932 - Pro-Seminar in Management

    Students taking the course will be introduced to the seminal readings on a given method, have a hands-on discussion regarding their application often using a paper and dataset of the faculty member leading the discussion. The goal of the course is to make participants more informed users and reviewers ofa wide variety of methodological approaches to Management research. 9/8 GeneralIntroduction (Witold Henisz) 9/15 Discrete Choice (Matt Bidwell) 9/22 Count (David Hsu) 9/29 Dealing w/ endogeneity: Selection, instruments, propensity score matching (Evan Rawley) 10/6 Panel data (in linear, discrete choice or count, fixed vs. random effects, clustering, autocorrelation including spatial, pcse, GMM,...) (Iwan Barankay) 10/13 Survival/Failure/Event History & event studies (Witold Henisz) 10/20 Experiments (Lab & Field) (Adam Grant) 10/27 Factor Analysis& Structural Equation Modeling (Nancy Rothbard) 11/3 Hierarchical Linear Modeling (Jennifer Mueller) 11/10 Networks (Valery Yakubovich) 11/17 Comparative Qualitative Methods (Mauro Guillen) 12/1 Coding of non-quantitative data (Sigal Barsade) 12/8 Simulations (Nicolaj Siggelkow)