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 (2015), Dual Directors and the Governance of Corporate Spinoffs, Academy of Management Journal, (conditionally accepted).
Emilie Feldman (2015), Corporate Spinoffs and Analysts' Coverage Decisions: The Implications for Diversified Firms, Strategic 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 (Working), Corporate Spinoffs and Capital Allocation Decisions.
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 (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 (Work In Progress), The Theoretical Foundations of Cognitive Inertia Among Analysts.
Rui de Figueiredo, Emilie Feldman, Evan Rawley (Work In Progress), Focus and Performance: Evidence from Hedge Funds.
Emilie Feldman (Work In Progress), The Managers and Directors of Parent and Spinoff Firms.
Emilie Feldman (Work In Progress), Dual Director Departures.
Emilie Feldman, Aseem Kaul (Work In Progress), Corporate Spinoffs and Technological Innovation.
Emilie Feldman (Work In Progress), The Value of Corporate Headquarters.
Emilie Feldman, Victor Bennett (Work In Progress), M&A Activity Following Corporate Spinoffs.
Emilie Feldman (Work In Progress), The Performance of M&As Versus Divestitures.
Awards And Honors
- 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
- 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
- Why Microsoft Nabbed the Nook, Knowledge@Wharton - 05/01/2012
- 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.
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