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) 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) * * * * 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 2 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 3 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 4 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 * * * * 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 * * * * * * * 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 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 5 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 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) 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) 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 USC International Case Competition: judge in 2008 and 2009 6 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 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 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 * * * * * * 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 * * 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 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 Design and implementation of the “Cross-Talk” project (developing ties and contacts across members to reinforce identity and cooperation) Strategic work for the development of the organization 7 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 * French : native speaker 8