The challenging tensions of coopetition require leaders who can cope with ambivalence and uncertainty.
Andrew Shipilov
Andrew Shipilov is The John H. Loudon Chaired Professor of International Management at INSEAD. Professor Shipilov received a prestigious Emerging Scholar Award from the Strategic Management Society in 2014. He is an expert in the areas of strategy, innovation and networks. His current academic research examines how social networks, strategic alliances and partnerships affect firms' competitive advantage.
His newest book is Network Advantage: How to Unlock Value from Your Alliances and Partnerships. Access the book's website here.
He also has a blog on Networks and Innovation which can be accessed here.
At INSEAD, Prof. Shipilov teaches and directs executive education programmes on competitive strategy, collaborative strategy and Blue Ocean Strategy. Starting from 2010 he is a director of INSEAD Blue Ocean Strategy Open Enrollment Programme.
His clients include Google, Abbott Labs, IBM, Microsoft Corp., Bayer, BNP Paribas, Royal Dutch Shell and other well-known companies.
Prof. Shipilov's work has been published at the leading management journals including Strategic Management Journal, Academy of Management Journal, Administrative Science Quarterly, Organization Science, Social Networks, Strategic Organization, Industrial and Corporate Change, Managerial and Decision Economics. He also published in Harvard Business Review, MIT Sloan Management Review and Talent Management Magazine.
Andrew is an Associate Editor of Strategic Management Journal, the premier journal in strategy.
His research received prizes from the Academy of Management, the leading international association of management researchers.
Read case studies by Andrew here.
Latest Posts and Articles
Why some digital businesses easily take the world by storm, and others get lost in translation.
Cloud computing is expected to take a back seat to AI, big data analytics and blockchain.
Machine-to-machine transactions entail risks as well as an opportunity to create a digital blue ocean.
Traditional board-like governance can provide credibility for companies raising capital via ICOs.
The best strategy to piggyback on a new ecosystem may be to build a complementary product or service.
Empowering the front lines with digital tools enables organisations to capture the hearts of diverse consumer groups.
The benefits of losing talent may often outweigh the costs.
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