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Philipp Meyer-Doyle

Associate Professor of Strategy


Philipp Meyer-Doyle is an Associate Professor of Strategy (with tenure) at INSEAD. He obtained a PhD and a Master of Science degree at the Wharton School of the University of Pennsylvania, and a BSc at the London School of Economics. He directs INSEAD’s open enrolment executive program on M&As and Corporate Strategy.

His research interest focus on two core areas, which often overlap in his research studies: (1) Strategic Human Capital: How does human capital shape firm behavior and performance, and how do firms steer this impact? (2) Mergers & Acquisition: What are the antecedents of acquisition behavior and superior acquisition performance? His research has been published in premier journals such as the Strategic Management Journal or Organization Science. He has won awards for his research from leading academic management and strategy associations. He has been a member of the Editorial Review Boards of the Strategic Management Journal and of Organization Science.

Philipp is an award-winning teacher at INSEAD. He teaches in INSEAD’s executive education programs, the EMBA program, the MBA program and the PhD program. His teaching focuses on corporate strategy, mergers and acquisitions, strategic alliances, and strategic management. His teaching fuses academic insights with practical knowledge.

Before becoming an academic, Philipp worked in investment banking (M&A advisory) and private equity.

Latest posts

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Shareholder Activism at What Price?

Philipp Meyer-Doyle

Financially driven campaigns waged by institutional investors against companies can lead to more workplace illness and injury.


An Unintended Side-effect of Hedge Fund Activism? Human Capital Loss

Philipp Meyer-Doyle

When hedge fund activism triggers an exodus of key employees, everyone loses.


The Unrecognised Impact of Merit-Based Incentives

Olivier Chatain & Philipp Meyer-Doyle

Changing the way executives in professional service firms are compensated can help organisations address some tough organisational dilemmas.


When Financial Incentives Don’t Work

Performance incentives may encourage employees to deliver but when it comes to innovation it’s by no means certain they trigger the best results.