Jean-Philippe Bonardi is Professor of Strategic Management and currently the Co-Managing Director for the Enterprise for Society center (E4S). Between 2015 and 2021 he served the University in the role of Dean of HEC Lausanne, the Faculty of Business and Economics of the University of Lausanne. He earned his PhD and a Master from HEC School of Management (Paris, France), as well as a Master in Economics from the University of Aix-en-Provence, and was previously Associate Professor at the Richard Ivey School of Business of the University of Western Ontario (Canada). He has also held visiting appointments at the University of California Berkeley, Tulane University (USA) and the University of New South Wales (Australia).
His research focuses on Strategy Formulation in general, with some focus on the relationships between firms’ strategies and public policies, including macroeconomic policies and regulations of all kinds and in a global context. He studies not only how firms are impacted by these policies, but also how firms devise strategies to participate in the development of these policies and how they manage the relationships with external stakeholders (media, NGOs, activists, consumer groups, etc.). His research has been published in major international research outlets including the Academy of Management Journal, the Academy of Management Review, and the Strategic Management Journal.
He served as an Associate Editor of the Academy of Management Review between 2008 and 2011.
Professor Bonardi has also acted as a consultant to various companies in Europe and North America, and has taught and designed Executive education programs for companies and international organizations such as the United Nations, the Business Development Bank of Canada (BDC), the RBC Royal Bank, Threadneedle, La Poste, SSL International, UPM, Veolia, DSM and Air France among others.
- Firm nonmarket strategy; lobbying; corporate political activities
- Impact of the media on firms; media bias; media and corporate reputation
- Firms’ relationships with environmental activists and NGOs; Corporate social responsibility
- Regulation, deregulation, trade policies, and firm strategy
- Macroeconomics, globalization and business strategy
- Entrepreneurship and public policies
- Economics of leadership and entrepreneurship
- Competitive dynamics and strategy
Breitinger, D., Bonardi, J.P. (2017). Firms, breach of norms and reputation damage. Business & Society. 1-34.
Zehnder, C., Herz, H., Bonardi, J.P. (2017). A productive clash of culture: Bringing economics into leadership research. Leadership Quarterly. 28, 1: 65-85.
Hadani, M., Bonardi, J.P., Dahan, N. (2017). Corporate political activity, public policy uncertainty, firm outcome: A meta-analysis. Strategic Organization. 15, 3: 338-366.
Kingsley, A., Vanden Bergh, R., Bonardi, J.P. (2012). Political markets and uncertainty: Insights and implications for integrated strategy. Academy of Management Perspectives. August: 52-67.
Bonardi, J.P. (2011). Corporate political resources and the Resource-based view of the firm. Strategic Organization. August. 9, 3: 247-255
Okhuysen, G., Bonardi, J.P. (2011). The challenges of theory building through the combination of lenses. Academy of Management Review. January: 6-12., Editor section.
Bonardi, J.P., Holburn, G., VandenBergh, R. (2006). Nonmarket performance: Evidence from U.S. electric utilities. Academy of Management Journal. December, 49, 6: 1209-1228.
Bonardi, J.P., Keim, G. Corporate political strategies for widely salient issues. Academy of Management Review. 30, 3: 555-576.
Bonardi, J.P., Hillman, A., Keim, G. (2005). The attractiveness of political markets: Implication for firm strategies. Academy of Management Review. 30, 2: 397-413.
Bonardi, J.P. (2004). Political and international strategies of former telecom monopolies: The Asymmetric behaviors of former monopolies. Strategic Management Journal. February. 25 (2): 101-120.