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.

 

Publications

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

Azoulay, Pierre, Joshua L. Krieger, and Abhishek Nagaraj, Working Paper. May 2024. Also NBER Working Paper #32474.

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

Azoulay, Pierre, Joshua L. Krieger, and Abhishek Nagaraj, Working Paper. May 2024. Also NBER Working Paper #32474.

"​Paper Tiger? Chinese Science and Citation Home-bias."

Azoulay, Pierre, Shumin Qiu, and Claudia Steinwender, MIT Sloan Working Paper 6977-23. Cambridge, MA: MIT Sloan School of Management, May 2024. Also NBER Working Paper #32468.

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

Azoulay, Pierre, Misty L. Heggeness, and Jennifer Kao, MIT Sloan Working Paper 5926-19. Cambridge, MA: MIT Sloan School of Management, May 2023. Also NBER Working Paper #27943.

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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.

  • Oct 24-25, 2023
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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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