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Boris Durisin is an Associate Professor at ESCP Europe Paris campus and a Visiting Professor at Bocconi University. He received his Ph.D. in management from the University of St. Gallen (Dr. oec. HSG), his MSc from CEMS-MIM and from the University of St.Gallen (HSG). He has also been a lecturer at the École Polytechnique Fédérale de Lausanne (EPFL), Switzerland and a visiting scholar at the Sloan School of Management at MIT (Massachusetts Institute of Technology) as well as at the Salomon Center, Stern School of Business, New York University. Boris has received several awards.
Boris lectures, collaborates with, and consults Fortune 500 clients and companies on the market launch of new-to-the-world products and truly innovative technologies. The focus is primarily on how to deal with barriers to adoption, how to design go-to-market strategies, and how to promote innovative offerings. He has been teaching in executive education programs held in France and the U.K. (at ESCP Europe), Italy (SDA Bocconi), Switzerland (HSG, EPFL), Spain (ESADE) , India (MISB Bocconi), and in the USA (at UCLA). Boris has been and is a director at several privately held and public, stock-quoted firms.
In his research, Boris studies how firms cope with technological innovation and create new markets (market innovation), how firms recognize the value, acquire, transform or assimilate, and exploit knowledge (absorptive capacity), and how firms organize for radical and for incremental innovation (ambidextrous organizing). Boris Durisin is a reviewer for the U.S. National Science Foundation (nsf.gov) and an ad how reviewer of leading academic journals. His research is published in academic journals, among others, in the Academy of Management Review and the Journal of Product Innovation Management.
The work identifies a new category of competitors that incumbents are often not considering. It evidences that the vulnerability of incumbents in the face of this new category of competitors is primarily managerial and not due to the incumbents’ resources or asset base. The work characterizes the set of techniques that these competitors employ to succeed in their competitive marketspace and against the incumbents’ might.
How and when? Integration in new product development across functions and across stages
Academic studies and practitioner work acknowledge the need to be highly innovative for being successful in competitive and rapidly changing markets and the critical role of cross functional integration for this purpose. However, the potential benefit of cross-functional integration will be fully realized only if the inter-relationships with different stages and different outcomes of NPD projects are well understood. This work investigates the role of external and internal integration by pursuing the integration of suppliers and engineering design both in early and late NPD stages and by proposing an indirect link between cross-functional integration and innovation performance.
An empirical study on the sustainability of superior performance
Theorizing on hypercompetition calls for developing theory and empirical evidence about whether and why competitive advantages may be becoming less sustainable. Our study attempts to contribute to such an endeavor by examining 1319 firms in United States and 700 firms in some European countries for the period 1987 to 2007. We find that growth has exhibited most influence in explaining total shareholder return in the United States and in Europe. Sustainability of superior performance is not found neither in the United States nor in Europe. In addition, the results show a pervasive increase in volatility and rank order fluctuation both at the firm and the industry level. Traditional, margin-based theorizing on the theory of the firm faces a lack of empirical support.