Photo of Emilie Feldman

Emilie Feldman

Associate Professor of Management

Research Interests: corporate strategy, firm scope, diversification, divestitures, spinoffs, corporate governance

Links: CV, Personal Website

Contact Information

Address: 2018 SH-DH, 3620 Locust Walk, Philadelphia, PA 19104
Office: (215) 746-7676
Office Fax: (215) 898-0401



Harvard Business School (Boston, MA)

Doctor of Business Administration, Strategy (2010)
Master of Business Administration, Strategy and Corporate Finance (2007)

Harvard College (Cambridge, MA)

Bachelor of Arts, magna cum laude, Economics, minor in French Literature (2004)


  • Emilie Feldman (2016), Corporate Spinoffs and Analysts' Coverage Decisions: The Implications for Diversified Firms, Strategic Management Journal, 37 (7), 1196 - 1219.  Abstract
  • Emilie Feldman, Patia McGrath (2016), Divestitures, Journal of Organization Design, 5 (1), 1 - 16.
  • Emilie Feldman, Raffi Amit, Belén Villalonga (2016), Corporate Divestitures and Family Control, Strategic Management Journal, 37 (3), 429 - 446.  Abstract
  • Emilie Feldman (2015), Managerial Compensation and Corporate Spinoffs, Strategic Management Journal  Abstract
  • Emilie Feldman (2015), Dual Directors and the Governance of Corporate Spinoffs, Academy of Management Journal  Abstract
  • Emilie Feldman, C. Montgomery (2015), Are Incentives without Expertise Sufficient? Evidence from Fortune 500 Firms, Strategic Management Journal, 36 (1), 113 - 122.  Abstract
  • Emilie Feldman, S. Gilson, B. Villalonga (2014), Do Analysts Add Value When They Most Can? Evidence from Corporate Spin-offs, Strategic Management Journal, 35 (10), 1446 - 1463.  Abstract
  • Emilie Feldman (2014), Legacy Divestitures: Motives and Implications, Organization Science, 25 (3), 815 - 832.  Abstract
  • Emilie Feldman (2006), A Basic Quantification of the Competitive Implications of the Demise of Arthur Andersen, Review of Industrial Organization, 29: 193-212.  Abstract
  • Emilie Feldman, Claudine Gartenberg, Julie Wulf (Working), Pay Inequality and Reductions in Corporate Scope.
  • Emilie Feldman, Siwen Chen (Working), Activist-Led Divestitures.
  • Emilie Feldman, Victor Bennett (Working), Contemporaneous Acquisitions and Divestitures: The Process of Focusing.
  • Rui de Figueiredo, Emilie Feldman, Evan Rawley (Working), The Adjustment Costs of Scope Reductions: Evidence from Hedge Funds.
  • Emilie Feldman (Working), Why Do Divestitures Create Shareholder Value?.
  • Emilie Feldman (Working), Corporate Spinoffs and Capital Allocation Decisions.
  • Emilie Feldman, Amit Raffi, Belén Villalonga (Work In Progress), Acquisitions of Divested Business Units by Family Firms.
  • Emilie Feldman, Siwen Chen (Work In Progress), Activist Investors and Corporate Strategy.
  • Emilie Feldman, Amit Raffi, Belén Villalonga (Work In Progress), Generational Effects in Family Firm Divestitures.
  • Emilie Feldman (Work In Progress), The Long-Term Implications of Legacy Divestitures.
  • Emilie Feldman (Work In Progress), Holding On Too Long? The Temporal Aspect of Legacy Divestitures.
  • Emilie Feldman, Xiaolu Lisa Tang (Work In Progress), Dual Director Departures.
  • Emilie Feldman (Work In Progress), The Value of Corporate Headquarters.
  • Emilie Feldman, Patia McGrath (Work In Progress), Repeatedly-Divested Units.

Awards And Honors

  • Best Paper Proceedings, Business Policy and Strategy Division, Academy of Management Annual Meeting, 2016
  • Nominee, Best Paper Prize, Strategic Management Society Annual Meeting, 2016
  • Strategic Management Journal Outstanding Editorial Review Board Member Award, 2015
  • Distinguished Paper Award, Business Policy and Strategy Division, Academy of Management Annual Meeting, 2012
  • Best Paper Proceedings, Business Policy and Strategy Division, Academy of Management Annual Meeting, 2012
  • Finalist, Wiley Blackwell Outstanding Dissertation Award in Business Policy and Strategy, Academy of Management, 2011
  • Finalist, William H. Newman Award (for the best single-authored paper based on a dissertation completed in the past three years), Academy of Management, 2011
  • Outstanding Reviewer Award, BPS Division, Academy of Management, 2011
  • Wyss Award for Excellence in Doctoral Research, Harvard Business School, 2010
  • Dissertation Completion Fellowship, Harvard Business School, 2009
  • Certificate of Distinction in Teaching, Derek Bok Center, Harvard University, 2008
  • High Distinction, General Exam, Harvard Business School, 2005
  • Duesenberry Award, Economics Department, Harvard University, 2004
  • Hutchison Prize, Winthrop House, Harvard College, 2004

In The News

  • Analysis: Companies Make Up, Then Break Up, Pittsburgh Post-Gazette  -  05/27/2016
  • Dell-EMC’s New Name: Blunder or Brilliance?, Information Week  -  05/05/2016
  • What Ugly Financial Markets Mean for Community’s Big Spinoff Plans, Modern Healthcare  -  02/23/2016
  • Dysfunctional Symantec-Veritas Deal Sets New Low Bar for Mergers, San Francisco Chronicle  -  02/11/2016
  • Interview about Yahoo! Spinoff, Knowledge@wharton Business Radio  -  12/15/2015
  • Yahoo’s Tax Focus Has Squandered Big Chance, San Francisco Chronicle  -  12/14/2015
  • What it’s all about: inside the Dow-DuPont merger, WHYY Radio Times  -  12/14/2015
  • Industrial Giants DuPont, Dow Chemical Announce $130 Billion Merger, NPR  -  12/11/2015
  • Is a Dow-DuPont Merger Good or Bad for U.S. Biz?, CBS MoneyWatch  -  12/09/2015
  • U.S. is the M&A Prom Queen, as Dealmaking Record Set, Investor's Business Daily  -  12/09/2015
  • Selling the Golden-Egg Goose, The New Yorker  -  11/23/2015
  • ConAgra CEO Put His Stamp on the Company, and in a Hurry, Omaha World-Herald  -  11/19/2015
  • Interview about the Nikkei sale of the FT, Knowledge@Wharton Business Radio  -  07/28/2015
  • DuPont, if Peltz Gets His Way, The News Journal  -  03/20/2015
  • Barnes & Noble is Betting Slimmer Company Can Beat Amazon, The Street  -  03/04/2015
  • How Barnes & Noble Can Recover from the Nook’s Downward Spiral, Knowledge@wharton  -  12/11/2014
  • Interview about Barnes & Noble – Nook, Knowledge@wharton Business Radio  -  12/10/2014
  • The Mergers and Acquisitions Cycle: Buy. Divide. Conquer, New York Times  -  12/10/2014
  • Barnes & Noble Move May Signal a Spinoff, NPR Marketplace  -  12/04/2014
  • Le Divorce, The New Yorker  -  11/03/2014
  • HP and the Case for Corporate Spinoffs, Knowledge@wharton  -  10/17/2014
  • Companies Seeing the Advantages in Spinoffs, New York Times  -  10/15/2014
  • Interview about Hewlett-Packard Spinoff, Knowledge@wharton Business Radio  -  10/08/2014
  • Allan Sloan’s Year in Review, CNN Money  -  12/23/2013
  • Picture This: Kodak without its Film Business, Knowledge@wharton Today  -  09/14/2012
  • Homeowner Mobility, Divestitures, and the Real Impact of FDI, Knowledge@wharton  -  12/07/2011
  • Ernst & Young: Too Big to Fail?, Fortune  -  12/21/2010
  • An Indictment against Ernst & Young? Maybe Not, Washington Post  -  12/21/2010
  • KPMG Partners Lucked Out – Thanks to Enron & Arthur Andersen, Washington Post  -  09/06/2005



  • MGMT249 - Mergers and Acquisitions

    This course explores the role of mergers and acquisitions and alternative methods of corporate development in advancing the strategies of operating business. Emphasis is on the way companies use acquisitions to alter business mixes; seize opportunities in new products, technologies and markets; enhance competitive positioning; adjust to changing economics, and promote value-creating growth. Although the course will emphasize strategic acquisitions, it also will explore leveraged buy-outs and hostile financial acquisitions as well as their influence on corporate buyers. Please note that you must fulfill the prerequisites in order to enroll in this class. Requests for this course should be submitted to:

  • MGMT721 - Corporate Development: Mergers and Acquisitions

    This course explores the various modes of corporate development available to managers to drive firm growth and change, including alliances, outsourcing, corporate venturing, and particularly mergers and acquisitions. The objectives are three-fold: (1) to arm you with a set of tools to facilitate the selection of the appropriate growth strategy in a given situation; (2) to provide you with insights as to how to manage partnerships like alliances, outsourcing, and corporate venturing; and, (3) to develop a comprehensive framework for executing M&As, from initiation to implementation. The emphasis is on strategic and operational aspects of these transactions, rather than financial considerations. We begin by examining the different modes of corporate development, including the applicability and management approaches for each, particularly various types of partnerships. We then delve into acquisition screening and deal-making. Afterwards, we consider in detail post-merger integration. The course ends with the presentation of project work and a review of the course learnings. In terms of its pedagogical approach, this is designed to be an interactive, applied, case-based course with accompanying conceptual readings to help structure your thinking.

  • MGMT891 - Advanced Study Project - Strategic Management