Aline Gatignon

Aline Gatignon
  • Assistant Professor of Management

Contact Information

  • office Address:

    2015 SH-DH
    3620 Locust Walk
    Philadelphia, PA 19104

Research Interests: cross-sector partnerships, emerging markets, cooperative strategy, non-market strategy, stakeholder engagement

Links: CV

Overview

Aline Gatignon is an Assistant Professor of Management at the Wharton School. She completed her Ph.D. in Strategic Management at  INSEAD, and previously received a M.A. in Development Economics and a B.A. in Political Science from the Paris Institute of Political Science (Sciences Po).

Her research explains how firms can form cross-sector partnerships (i.e., with public and non-profit sector organizations) to create and capture value in emerging markets. Her work sheds light on the mechanisms through which such cross-sector collaborations can successfully enhance the knowledge and capabilities of partner organizations by adressing socio-political challenges to their operations. Her research connects individuals, the organizations they belong to and the institutional environments of emerging markets.  The empirical settings that Aline studies include cosmetics and banking in Brazil, logistics and healthcare partnerships in Africa, Latin America and Asia and environmental NGOs’ relationships with states around the globe.

Her research and pedagogical case studies on this topic have been recognized with several awards, including the Strategic Management Society Best PhD Paper Award and the European Foundation for Management Development case study competition award. She currently serves on the Editorial Board of the Strategic Management Journal.

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Research

  • Aline Gatignon (Under Revision), There and Back Again: Coordination, Learning and Identity in Nonprofit Secondments to Emerging Markets.

  • Aline Gatignon and Laurence Capron (Under Review), The Firm As an Architect of Polycentric Governance: How Natura Built an Open Institutional Infrastructure in Brazil.

  • Aline Gatignon and H. Gatignon (2011), Transaction Costs in Action: Erin Anderson and the Path-Breaking Work of TCE in New Areas of Business Research, Journal of Retailing, 86 (3), pp. 232-247.

    Abstract: This review article synthesizes Erin Anderson's academic contribution, with an emphasis on two path breaking aspects of her work, namely the operationalization of TCA in different contexts and the refinement of the theory. We review the measures that she developed to reflect key TCE constructs, and identify five contexts in which Erin Anderson's application of TCE concepts broke new paths. These are employee or representative salesforces, choice of foreign entry mode, new market entry and innovation, countertrade, and ethics. We highlight a number of ways in which her research integrates other theories to transaction cost economics, thereby deepening our understanding of key issues involving make or buy decisions. Finally, we draw attention to directions for future research identified through her work.

  • Aline Gatignon, A. Charles, L. N. Van Wassenhove (2010), The Yogyakarta Earthquake: Humanitarian Relief through IFRC's Decentralized Supply Chain, International Journal of Production Economics, 126 (1), pp. 102-110.

    Abstract: Humanitarian operations rely heavily on logistics in uncertain, risky, and urgent contexts, making them a very different field of application for supply chain management principles than that of traditional businesses. We illustrate how optimal supply chains can be designed and implemented within this sector via a study of the process through which the International Federation of the Red Cross (IFRC) decentralized its supply chain. We examine how the process was implemented through a 10-year retrospective of the organization's evolution. We then evaluate the decentralized supply chain's performance in responding to humanitarian crises through an analysis of the IFRC's operations during the Yogyakarta earthquake in 2006. This was the first operation to benefit from the support of Regional Logistics Units (RLUs), the core element of the IFRC's new decentralized supply chain for disaster relief. Our analysis demonstrates the benefits of the decentralized model in humanitarian operations. We find that its implementation requires an alignment between organizational readiness and the adoption of fundamental logistics components, namely standardized tools and processes, traceability through adapted information systems, and appropriate competencies within the organization.

Teaching

Mgmt. 715 – Political and Social Environment of the Multinational Firm

How can you develop cosmetics products using plants located in areas that only local communities can access, when there is no legal framework for employing members of these communities and there are no collective production processes in place? How can you deliver your products when only road transportation is available but experienced truck drivers are succumbing to HIV&AIDS and they don’t have access to healthcare? How can you sell your products when there is no retail infrastructure, capital is hard to come by and potential distributors have had no basic education?

This course will teaches students to manage effectively in challenging political and social environments, specifically (although not limited to) emerging markets – places where the institutional infrastructure (access to capital, labor, talent and vertical intermediaries) is too weak to adequately support firms’ development, but where opportunities to do business abound. The ability to engage diverse groups of stakeholders – not only customers and employees, suppliers and distributors, but also politicians, non-profit organizations, and local communities – is key to navigating these challenges. The class provides students with an integrative perspective towards managing political and social risks through a combination of practical tools and the latest academic thinking on this topic.

Students in this class learn to protect and create value for the firm by engaging with external stakeholders to address critical socio-political challenges in emerging markets. By the end of the course, they will know how to: 1) exercise due diligence to insulate the firm from political risk, 2) engage stakeholders to earn a social license to operate, 3) integrate stakeholder-based initiatives into their financial management and organizational structure, and 4) leverage partnerships with public and non-profit organizations to foster organizational learning.

The format includes lecture, case discussion, in-class debates, Q&A with guest speakers and an integrative computer-based crisis management simulation custom-designed for this course.

 

Current Courses

  • MGMT715 - Pol & Soc Environ Of Mm

    All successful firms go global. This course provides a broad introduction to international business. You will learn about who loses and who gains from trade, what are the effects of tariffs and non-tariff barriers, the World Trade Organization (WTO), regional trading blocs, and NAFTA. The course then turns to the international financial architecture, focusing on exchange rate risk. We then move to multinational firm strategies, including a discussion of the reasons for why firms choose to do business globally through trade or FDI, international tax strategy, joint ventures, technology transfer, different ways to be a multinational firm, and ethical dilemmas. The class is a mix of lectures and cases that allow students to synthesize the extensive materials on multinational management, international institutions, economic policies, and politics with a goal towards formulating multinational firm strategy.

    MGMT715002 ( Syllabus )

    MGMT715004 ( Syllabus )

Past Courses

  • MGMT101 - INTRO TO MANAGEMENT

    We all spend much of our lives in organizations. Most of us are born in organizations, educated in organizations, and work in organizations. Organizations emerge because individuals can't (or don't want to) accomplish their goals alone. Management is the art and science of helping individuals achieve their goals together. Managers in an organization determine where their organization is going and how it gets there. More formally, managers formulate strategies and implement those strategies. This course provides a framework for understanding the opportunities and challenges involved in formulating and implementing strategies by taking a "system" view of organizations,which means that we examine multiple aspects of how managers address their environments, strategy, structure, culture, tasks, people, and outputs, and how managerial decisions made in these various domains interrelate. The course will help you to understand and analyze how managers can formulate and implement strategies effectively. It will be particularly valuable if you are interested in management consulting, investment analysis, or entrepreneurship - but it will help you to better understand and be a more effective contributor to any organizations you join, whether they are large, established firms or startups.

  • MGMT715 - POL & SOC ENVIRON OF MM

    All successful firms go global. This course provides a broad introduction to international business. You will learn about who loses and who gains from trade, what are the effects of tariffs and non-tariff barriers, the World Trade Organization (WTO), regional trading blocs, and NAFTA. The course then turns to the international financial architecture, focusing on exchange rate risk. We then move to multinational firm strategies, including a discussion of the reasons for why firms choose to do business globally through trade or FDI, international tax strategy, joint ventures, technology transfer, different ways to be a multinational firm, and ethical dilemmas. The class is a mix of lectures and cases that allow students to synthesize the extensive materials on multinational management, international institutions, economic policies, and politics with a goal towards formulating multinational firm strategy.

Awards and Honors

  • Strategic Management Journal Outstanding Editorial Review Board Member Award, 2017
  • Finalist, Best PhD Conference Paper Award, Strategic Management Society, 2017
  • Nominated for the Strategic Management Society Best Conference Paper Award for ‘Allies or Adversaries: TNGOs’ Strategic Interaction with States’ (w/ Mary-Hunter McDonnell and Kate Odziemkowska), 2016
  • Nominated for the Strategic Management Society Best Conference Paper for Practice Implications and Best PhD Conference Paper awards for “The Double-Edged Sword of Public-Private Partnerships: Value Creation and Value Capture across Sector Boundaries”, 2014
  • Outstanding Reviewer Award for the Business Policy and Strategy Division of the Academy of Management Annual Conference, 2014
  • Winner of the Strategic Management Society Best Conference PhD Paper Prize for “The Locus of Capabilities in Emerging Markets: The Role of Micro-Macro Resource Grafting by Leading Domestic Firms”, 2013
  • Nominated for Best Paper, Best Student Paper and Best Paper for Managerial Implications Awards of the Strategic Management Society Annual Conference for “A Process Perspective on Institutional Capability Development”, 2012
  • Winner of the European Foundation for Management Development (EFMD) case study competition in the ‘Supply Chain Management’ category, for “The Yogyakarta earthquake: IFRC’s first experiences with the decentralized supply chain”, 2010
  • Winner of the European Foundation for Management Development (EFMD) case study competition in the ‘Public Sector Innovation’ category, for “Safety in Numbers: Reducing road risk with Danida’s multi- sector partnership”, 2009
  • Winner of the European Foundation for Management Development (EFMD) case study competition in the ‘African Business Cases’ category, for “Paving the Road to Healthy Highways: A partnership to Scale up HIV & AIDS Clinics in Africa”, 2009

In the News

  • How Partnerships Drive Health Care Innovation in Africa, Knowledge@Wharton - 08/19/2016 Description

    North Star Alliance is providing much needed health care to Africa’s mobile workforce, such as truck drivers and sex workers at high risk for HIV infections. Wharton management professor Aline Gatignon recently interviewed Luke Disney, North Star’s executive director, about his work on the continent. Gatignon has done research on creating optimal partnerships to tackle socio-economic problems using data from North Star, in conjunction with Wharton’s Mack Institute for Innovation Management.

  • Creating Optimal Partnerships to Tackle Socio-economic Problems, Knowledge@Wharton - 04/21/2016 Description

    When it comes to tackling large-scale socio-economic problems, especially in emerging markets, several entities usually form partnerships to solve these challenges. But what is the optimal configuration of these partnerships and how should they best be coordinated for maximum effect?

  • Maximizing Partnerships: How Employee Learning Impacts the Organization, Knowledge@Wharton - 10/22/2015 Description

    Sending employees to work on a project with a joint partner is a convenient and efficient way for companies to glean outside knowledge and learn new ways of conducting business. But it’s not that simple. Employees who are chosen to work on these projects often have to learn under very unfamiliar conditions, and they must figure out how to integrate that new information into the existing framework of the company when they come back.

Knowledge @ Wharton

Activity

Latest Research

Aline Gatignon (Under Revision), There and Back Again: Coordination, Learning and Identity in Nonprofit Secondments to Emerging Markets.
All Research

In the News

How Partnerships Drive Health Care Innovation in Africa

North Star Alliance has built a network of health care clinics operating out of containers in Africa.

Knowledge @ Wharton - 2016/08/19
All News

Awards and Honors

Strategic Management Journal Outstanding Editorial Review Board Member Award 2017
All Awards