Daniel DEGRAVEL Ph.D.
12434 Barbara Ave.
Los Angeles, CA 90066-4902
Cell (310) 254-4002
Home phone (310) 391-4723
dandegravel@yahoo.com
daniel.degravel@csun.edu
August 2012
PROFESSIONAL PREPARATION
1996
Strategic Prospective (60 hours)
Conservatoire National Arts et Métiers, Paris, France
1994
Doctorat (Ph.D) (with high honors) in Business Management
University of Grenoble II, France
Professor Robert Paturel, Strategic Management
Major: Competitive & Corporate strategy
From a strategic point of view, consequences of the internationalization of the
firm over its fundamental components (technology, structure, HRM, culture,
products, and markets)
TEACHING EFFECTIVENESS AND DIRECT INSTRUCTIONAL CONTRIBUTIONS
2006 – Present
Assistant Professor California State
Associate Professor from August 2012
University,
Northridge;
2005 – 2006
Adjunct Faculty California State University, Northridge
1996 – 2006
Adjunct Faculty in the following universities:
Loyola Marymount University, College of Business Administration, Los
Angeles
Pepperdine University, Graziadio School of Business, Los Angeles
University of Southern California, Marshall School of Business, Los
Angeles (2005-2009)
California State University, Fullerton
California State Polytechnic University, Pomona
University of Paris IX Dauphine, Paris, France
University of Paris XIII Creteil, France
Institut Français du Pétrole (R&D and training company held by top
French oil companies), Paris, France
Strategic management and management-related disciplines
Classes taught at California State University, Northridge
Strategic Management: Undergraduate Bus497A; Graduate Mgt693 and MPA632B (EXL)
Developing managerial skills: Mgt370
Organizational Theory and Human Behavior: MPA630 (EXL)
Internship management: Mgt498C
Independent studies in Strategic Management: Mgt499C
Graduate projects MBA: GBUS698S
Decision-making and creativity: Mgt458
Gateway experience: Bus302
Classes taught in other universities
Strategic Management
Loyola Marymount University; Pepperdine University; University of Southern California;
California State University, Fullerton; University of Paris IX Dauphine; Institut Français du
Pétrole
Strategic and Organizational Change Management
University of Paris XII Creteil, France
Human Resources Management and Organizational Behavior
Loyola Marymount University; California Lutheran University; University of Paris IX Dauphine,
France
Corporate Responsibility and Ethics
California State University Polytechnic, Pomona
CONTRIBUTION TO FIELD OF STUDY
Research areas
Strategic Management (active)
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The Resource-based view of the firm: strategic tool and determinant of performance
Managerial and organizational cognition: valuable perspective to understand and
improve strategic management and the RBV
Consulting and strategic management: managerial perception of managerial
innovations: the case of the advertising industry
Internship as a strategic tool for small businesses
Strategy-As-Practice as an opportunity to integrate small business strategy and RBV
Strategic Management (in project)
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Legitimation as an increasing critical factor in strategic management
The Decision-making process and the main classical tools of the strategic management
theoretical corpus
Typologies of strategic orientations and distinction Corporate-level vs. Business level
strategies
Eastern vs. Western values in management: convergence of divergence?
Publications
2013
Degravel, D. & Tun, C. “Family business strategy: action research in a
Burmese firm”. Journal of Family Business Management, in preparation, peer
reviewed
This action research mixes consulting and research to make strategic
recommendations and implement them over a one-year period in a family-owned
Burmese group operating in various industries. The second author, a member of the
firm-owning family, collects data at two stages: one before the strategic
recommendations, and one after the corporate implementation of the
recommendations. The paper aims at a case study analysis where the effects of
strategic management principles are implemented and assessed in a specific context of
an economy in development and a non-democratic country
2012
Degravel, D. & Houston, B. “Perceptual approach of Managerial innovation in
the advertising industry: a conceptual study”. International Journal of
Innovation Management, in preparation, peer reviewed
The paper explores the concept of managerial innovation, and explores how players in
a specific industry perceive and “label” that phenomenon. The ultimate objective lies in
a contribution to the understanding of which competing theories explain best the
phenomenon of managerial innovation existence and diffusion. The research focuses
empirically on the advertising industry, characterized by the immateriality of the
product and the multiplicity of players.
2012
Degravel, D., Hertz, G. & Koutroumanis, D. “Internships as a strategic tool for
small businesses: a conceptual study”. Small Business Institute Journal,
8(1):30-46, peer reviewed
The paper claims that small businesses can gain strong benefits from internships
beyond what is generally expected in the managerial literature. The paper explores the
characteristics of small businesses and analyses why they could benefit more from
internships, connecting the generic benefits of internships for the host organizations
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and small business specific needs
2012
Degravel, D. “Strategy-As-Practice to reconcile small businesses’ strategies
and the RBV”. Journal of Management Policy and Practice, 13(1), 46-66, peer
reviewed
After an analysis of small businesses and their strategic attributes, the paper explains
how a new approach, called the “Strategy-As-Practice”, can reconcile strategic
management and the Resource-based view (RBV) in the specific context of small
businesses. Strategy-As-Practice emphasizes a multi-level, multidimensional, and
embedded approach, which fits with the resources and capabilities paradigm for small
business’ strategies
2011
Degravel, D. “Managing organizational capabilities: the Keystone step”.
Journal of Strategy & Management, 4(3):251-274, peer reviewed
Resources and Capabilities Management (RCM) appears as an underdeveloped area in
the RBV and the strategic literature. The paper reviews several streams of RBV-related
literature; it defines and examines a fundamental neglected step in RCM –called the
Keystone step, that focuses on the mental processes and cognitive phenomena that
frame the organizational (and especially top managers’) representations of the nature
of the firm’s capabilities, their linkage with performance, and their integration into the
firm’s existing organizational strategic management process and actions
2011
Degravel, D. “Internships and small business: a fruitful union. A conceptual
approach. Journal of Management Policy and Practice, 12(2):27-43, peer
reviewed
The specific attributes and needs of small businesses maximize the potential positive
effects of internships on their performance, beyond the classic recipes and good
practices founded in the “successful internship” literature. The paper explores why and
where internships can provide significant benefits to small businesses, based on two
theoretical directions: first firm’s strategy and the resource-based view and, secondly,
managerial cognition
2007
Degravel, D. “China and technology transfer: the “Boomerang Effect” as a
strategic tool, International Journal of Technology and Globalisation,
3(4):384-408 (peer reviewed)
The nature of the concept of “Boomerang Effect” related to technology transfer is
discussed and its value assessed on both sides of the partnership between the supplier
and the recipient of technology. In the specific Chinese context, the Boomerang Effect
of international technology transfer has potential to enhance China’s technological
catching-up
2000
Degravel, D. “Mercurex Inc.” Organizational Change Management (case study
registered at the French Chamber of Commerce of Paris subsidiary CCMP,
trading case studies in management, # G1078, 35p, Paris, France)
Story of the elaboration and the implementation of change in the HR Management
field: introducing a complete HR benchmarking process into Mercurex Inc., an
industrial company. Successes, failures, the way change was managed and should
have been managed. Contribution to methodology
1998
Degravel, D. & Paturel, R. "The Boomerang Effect of International Technology
Transfer – A conceptual contribution”, Management, Technologie et
Innovation, 1(2):5-36 (Peer reviewed) (co-author Robert Paturel) (French)
Nature of the concept of Boomerang Effect and its use for managing technology: an
unknown available tool
1996
Bely, J., Degravel, D. et al. "Diriger une enterprise en 2015 (“Managing a
company in 2015”) Publication of the French Chamber of Commerce of Paris,
Special Prospective Issue p.79-81 (French)
What will the leader of the future look like? Article elaborated from reflections of
French companies top executives
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Conference and working papers
2012
Degravel, D. “Eastern and Western values encounter’s impact on small
Chinese businesses’ strategies and managerial practices, (Conference paper,
Strategic Management Society, Special Conference, Guangzhou, China, 2012)
This paper aims at a better understanding of the impact of the so-called Eastern and
Western cultures on strategic and managerial practices in small Chinese businesses. It
highlights the necessity to go beyond the classic cross-cultural psychology theory to
adopt new approaches that better reflect the complexity and dynamism of the current
culturally-laden phenomena at work in China. After positioning the issue, the paper
presents empirical research to be undertaken in China at the end of 2012 that
explores the connection between national culture and strategic and management
practices.
2012
Degravel, D. & Pieper, T. “How to teach various categories of family
businesses?” (PreConference Workshop paper, US Association of Small
Business and Entrepreneurship USASBE, Family Business Interest Group, New
Orleans, LA, 2012)
Family businesses appear different when one uses dimensions such as size, corporate
governance status, strategic orientation, or corporate culture. These dimensions
require to segment our teaching accordingly and to adapt our pedagogy to pertinent
family business typologies. The second author develops a model of the critical
elements to be integrated into the teaching material
2011
Degravel, D. “Marrying RBV and small business strategy: strategy-as-practice
as a match-maker?” (Conference paper, US Association of Small Business and
Entrepreneurship USASBE, Hilton Head Island, SC, 2011)
The specific attributes of small businesses and of the Strategy-As-Practice perspective
marry very well to offer an opportunity for the integration of small business strategies
with the resource-based view
2010
Degravel, D. “Small businesses’ capabilities and managerial perceptions: how
do managers/owners perceive their firm’s resources and capabilities?”
(Conference paper, US Association of Small Business and Entrepreneurship
USASBE, Nashville, TN, 2010)
Presentation of a stream of research in that field, with three empirical stages of
research focusing more and more on managerial cognition in small businesses
2010
Degravel, D. “Internships for small businesses: a strategic flavor?”
(Conference paper, US Association of Small Business and Entrepreneurship
USASBE, Nashville, TN, 2010)
Presentation of the state-of-art knowledge in the Internship literature and suggestions
of the existence of a strong potential positive role for internships in small businesses
2009
Degravel, D. “Consultants and academics: who’s first in the “managerial
innovation food chain”?” (Conference paper, Strategic Management Society,
Washington, DC, 2009)
Theoretical work developing different theories about the managerial innovation
phenomenon. It suggests further research on the respective roles of consultants and
academia regarding the emergence and the diffusion of managerial innovations
2008
Degravel, D. “Competence management: a method. The case of Energia
Futura” (Conference paper, Strategic Management Society, Cologne,
Germany, 2008)
Development of a framework and of a method for managing capabilities in a large
energy firm, “Energia Futura”
2008
Degravel, D. “Managerial cognition: a tool for exploring the RBV” (Conference
paper, Academy of Management, Anaheim, CA, 2008)
Representations of top managers related to their firm’s capabilities, involving field
research implemented by teams of students from Strategic management classes
2008
Degravel, D. “Dynamic capabilities: how do top managers build their
cognitive representations?” (Conference paper, Academy of Management,
Anaheim, CA, 2008)
Proposal for future qualitative research on the cognitive representations of top
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managers about their firm’s capabilities, for mid-size organizations
2008
Degravel, D. “Dynamic capabilities: a 25 year conceptual evolution”
(Conference paper, Academy of Management, Anaheim, CA, 2008)
Understanding the evolution of capability-related concepts over the last 25 years in
the RBV literature
1995
Degravel, D. "Positive Strategic Boomerang Effects in the EDF’s engineering
business abroad" (Conference paper, 4th Annual Conference of the
International Strategic Management Association, Paris, France) (in French)
Results of an inquiry on the effects of the internationalization of Electricite de France
through its engineering business abroad
1994
Degravel, D. "The concept of Strategic Boomerang Effect" (Conference paper,
12th Annual Conference of the French Association of Firm Management
Institute, Montpellier, France) (in French)
Lightening of the Strategic Boomerang Effect concept into strategic management
1994
Degravel, D. "Managing Strategic Boomerang Effects to improve the
company’s competitiveness (Ph.D Dissertation, 586p, University of Grenoble,
France) (in French)
Complete analysis of the Strategic Boomerang Effect concept and its implications for
strategic management. What companies can do to take advantage of this phenomenon
and even try to anticipate it
Other contributions
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Development of a test bank in Summer 2009 (1,700 questions) for Grant, R., 2010,
Contemporary strategy analysis, Blackwell Publishing, Malden, MA, 7th Ed., 482p.
Development of a test bank in Summer 2008 (1,100 questions) for Grant, R., 2008,
Contemporary strategy analysis, Blackwell Publishing, Malden, MA, 6th Ed., 482p.
Review of 80+ articles for professional organizations and international conferences
(Academy of Management, US Association of Small Businesses and Entrepreneurship, and
Strategic Management Society) and academic journals (Journal of Management Studies,
Journal of Strategy and Management, Journal of Management Research, and Journal of
Developmental Entrepreneurship) from 2006 to present
Review of 7 books for publishers (John Wiley & Sons, South-Western Thomson, Blackwell
Publishing, Routledge, Taylor & Francis, and Build it Backwards Publishing) (from 2006 to
present)
Professional affiliations
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US Association of Small Businesses and Entrepreneurship
(Elected) Chair of Special Interest Group “Small business” (January 2012 – present)
(Elected) Vice-Chair of Special Interest Group “Family business” (January 2012 – present)
Academy of Management (Business Policy and Strategy; Managerial and Organizational
Cognition Divisions)
Association of Strategic Planning (Board member of the Los Angeles Chapter, in charge of
the academic outreach)
Beta Gamma Sigma (International Honor Society) (CSUN Chapter contact person)
National Society for Leadership and Success (Advisor for the CSUN Chapter)
Phi Beta Delta (Honor Society for International Scholars)
Strategic Management Society (Competitive strategy, Strategy process and Practice of
Strategy Interest Groups)
CONTRIBUTION TO UNIVERSITY AND COMMUNITY
University-related contributions
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2012 – present College level, Advisor for a Chinese scholar visiting CSUN (Dr. Lifan Su)
from Nanjing University of Science and Technology
2011 – present College level, Contact person for Beta Gamma Sigma CSUN Chapter;
selection of students eligible to become members of the Honor Society
2009 – present College level, participation in Graduate Comprehensive Exam Committee;
reading of Comprehensive Exam, discussion, decision, and redaction of report
2011 CSUN Department level, Chair of the Search Committee (one recruitment for Fall
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2012)
2010 CSUN Department level, Chair of the Search Committee (three recruitments for
Fall 2011, 12 campus visits, approximately 90 candidates)
2009-present CSUN College level, CSUN correspondent for International Exchange with
ICN France; selection of CSUN candidates for ICN with interviews; process design for
selection of students and review of relationship CSUN-ICN; regular reports to CSUN
International entity
2009-present CSUN College level, International student advisor for the College of
Business & Economics; preparation of schedules for Junior and Senior international
students (2010/2011 35 students, 2011/2012 130 students). Collect of information
regarding their past education, comparison with CSUN classes and requirements, design of
schedule and enrollment via Admissions & Records; participation of International Student
Orientation Day in 2010, 2011, and 2012
2009-present CSUN UG Advisor Department level, COBAE Mentoring Student Process
2009 CSUN College level, Member, Faculty Research Fellow Selection Committee
2008-2009 CSUN College level, Member, College Scholarship Committee
2009-present CSUN Department level, Lead, Affinity Group Bus497A Strategic
management capstone course
2007-present CSUN Department level, Member, Scholarship Committee (“Plant
Operation Endowment Reward”)
2009-present CSUN General Education Business Honor Mentoring program 2009
2008 CSUN University level, Member, Faculty Grievance Hearing Panel
Advisor for student consulting programs
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CSUN Wells Fargo Program: advisor for undergraduate students consulting for small
businesses
2009 Fall TWS (spirit, wine, cigars store looking for development of its clientele and
revenues; marketing and strategic development study)
2009 Spring Toilet Turdle (website with a patent; launching a product to cover the toilet
when plunging; marketing development study)
2008 Fall Crossroads Pictures (movie firm in development; strategic and marketing
analysis)
2008 Spring Rebel SurfBoards (surfboard firm; classic strategic and marketing
development study)
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CSUN MBA Program: advisor for MBA students consulting for small businesses
2012 Spring Provendia (building and industry services firm expanding its activities to
intermediary and consulting roles; analysis of feasibility and advice for development)
2011 Fall Agora Realty Management, Inc. (real estate and property management firm
launching a project of diversification that requires a feasibility study)
2011 Spring Autism Movement Therapy (for profit and nonprofit companies looking for
expansion; identification of strategic and operational directions for development and
feasibility)
2010 Aszkenazy Development, Inc. (urban development and commercial property
management firm looking for development and investment in the city of San Fernando,
CA; generation of ideas for urban development and justification of profitability)
2008 Naimies & Burman (make-up for artists & special effects firm launching a website
“MakeUpHotSpot.com” to serve the community and the firm; feasibility study)
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USC Marshall Consulting Program: advisor for students consulting for small businesses
(one team of students per year)
2008 MyGPLife.com (social network aiming to develop its participant base)
2007 The Groop (brand management firm venturing into education)
2006 Medifam (healthcare network which develops toward small businesses)
Student competition
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USC International Case Competition: judge in 2008 and 2009
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PROFESSIONAL AND PERSONAL RESPONSIBILITIES
2006 – Present
CONSULTANT in MANAGEMENT
Independent consultant for three small businesses (two of around 5 employees, one of 50
employees) in the Los Angeles area in 2006, 2007, and 2009 (general management issues,
strategic positioning, and strategic development)
1989 – 2003
CONSULTANT AND PROJECT MANAGER
Electricité de France (EDF), Paris, leader in Europe, electricity sector, present world wide
2003 Revenues $54bn, Profit $1bn, 46.7 million customers, 167,000 employees
Integrated energy model – generation, transmission, distribution, supply –
Connecting Strategy and HRM
Using corporate strategy to build new methods and practical tools to identify core
competences and develop them into collective and individual competences
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Internal and external data gathering about competences management practices
 Extensive cartography at the firm level of its strategic core competences
 Actions over competences (R&D, hiring, training, environmental effects, …)
 In-depth study about the Resource and Capability Management of a technical competence:
polyethylene technology for gas distribution
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Adaptation of the firm’s competences in sales and marketing
 Building methodologies and processes to manage corporate competences at the division
level and at the corporate level (Resources app. $300K)
Developing and implementing a monthly Management Scorecard for the Executive Committee;
20 page report with data and HR fields alerts (topics: recruitment, departures, leaves, strikes,
trade unions activities, security at work, training, cost of employees, corporate HR project
reporting, internal mobility)
HR and organization management
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Building and implementing a benchmarking system on HRM issues
Designing job descriptions for executive positions
Elaborating and implementing a job classification method (based on Hay Consulting
method)
Managing evaluation of employee and executive skills and potential
Managing a framework agreement between EDF and the French unemployment agency
(ANPE) to hire, train and help some unemployed people
Contributing to studies focused on internal and external employee mobility
Managing HR and IT systems
* Developing and establishing dedicated intranets (200 pages of information, e-services) to
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integrate recently hired people within the firm (6,000 hired people per year)
Innovating new HRM e-services focused on hiring, training and facilitating career
development and mobility (seminars, surveys, conceptual development)
Coordinating information seminars about IT in HRM for the firm’s trade Unions
VOLUNTARY CONTRIBUTIONS and BOARD MEMBER
2011 – present
US Association of Small Business and Entrepreneurship
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Preparation of two half-days Pre-Conference Workshops for the 2012 National
Conference in New Orleans, LA, for Small Business and for Family Business Interest
Groups
2011 – present
Association of Strategic Planning Los Angeles Chapter, Board Member, in charge of academic
outreach
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Design and implementation of the “Cross-Talk” project (developing ties and contacts
across members to reinforce identity and cooperation)
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Strategic work for the development of the organization
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2002-2004
AFPLANE, French Association of Executives in Strategy, Paris, Budget $150K, 400 members
 Responsible for Regular Meetings program (15 meetings a year) (a small executive
team builds the Program, finds speakers and checks the contents and quality of
speeches)
 Responsible for the One Day Annual Meeting (100-120 executives). Subject 2003
“Organizational Selection and Justice”
 Adviser for the Association’s 2004 strategic orientation and corporate strategy
ADDITIONAL INFORMATION
Languages
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French : native speaker
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