Pierre Azoulay

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Pierre Azoulay

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Pierre Azoulay is the International Programs Professor of Management at the MIT Sloan School of Management, and a Research Associate at the National Bureau of Economic Research.

His research focuses on the impact of different funding regimes on the rate and direction of scientific progress. He is also part of a large team surveying management practices and culture in scientific laboratories on a large scale. His latest projects examine the complex relationship between risk and return in scientific research.

At MIT Sloan, he teaches courses on competitive strategy, technology strategy, and platform strategy, as well as a PhD class on the economics of ideas, innovation, and entrepreneurship.

He holds a Diplôme d’Études Supérieures de Gestion from the Institut National des Télécommunications, an MA from Michigan State University, and a PhD in Management from MIT.

 

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Featured Publication

"Age and High-Growth Entrepreneurship."

Azoulay, Pierre, Benjamin Jones, Daniel Kim, and Javier Miranda. American Economic Review: Insights Vol. 2, No. 1 (2020): 65-82. Download Paper.

"Medical Progress and Health Care Finance: Evidence from Academic Medical Centers."

Azoulay, Pierre, Misty Heggeness, and Jennifer Kao. Research Policy Vol. 54, No. 2 (2025): 105163.

"Does Peer Review Penalize Scientific Risk Taking? Evidence from NIH Grant Renewals."

Pierre Azoulay and Wesley H. Greenblatt, Working Paper. February 2025. NBER Working Paper #33495.

"Old Moats for New Models: Openness, Control, and Competition in Generative AI."

Azoulay, Pierre, Joshua L. Krieger, and Abhishek Nagaraj. Entrepreneurship and Innovation Policy and the Economy Vol. 4, (2025): 7-46. Article online. NBER Working Paper #32474.

"Who Stands on the Shoulders of Chinese (Scientific) Giants? Evidence from Chemistry."

Qiu, Shumin, Claudia Steinwender, and Pierre Azoulay. Research Policy Vol. 54, No. 1 (2025): 105147. Also NBER Working Paper 30772.

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Executive Education

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Platform Strategy

Over the past two decades, some of the most profitable and successful firms are those that have adopted a digital platform model—a platform strategy whereby the company allows two or more disparate groups to interact over a platform to co-create value; for example, website developers and users on Akamai, recruiters and employees on LinkedIn, and drivers and customers on Uber. In this program, participants eager to develop or launch a digital platform approach will learn why and how their business strategies may need to be revised to be successful.

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Developing and Managing a Successful Technology Strategy

This intensive program details a unique and powerful approach to integrating business and technology strategy and to developing profitable ventures and technologies. Participants are introduced to a set of tools to identify high-leverage projects, match product strategy to market dynamics, capture market value, and change organizational capabilities to reflect evolving markets and technological dynamics.

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