Christopher L. Tucci is Professor of Management of Technology at the Ecole Polytechnique Fédérale de Lausanne (EPFL), where he holds the Chair in Corporate Strategy & Innovation. He is Visiting Thought Leader at CEIBS in Shangai, China. He received the degrees of Ph.D. in Management from the Sloan School of Management, MIT; SM (Technology & Policy) from MIT; and BS (Mathematical Sciences), AB (Music), and MS (Computer Science) from Stanford University. He was an industrial computer scientist involved in developing Internet protocols and applying artificial intelligence tools. Professor Tucci joined EPFL in 2003 where he teaches courses in Design Thinking, Digital Strategy, and Innovation Management. His primary area of interest is in how firms make transitions to new business models, technologies, and organizational forms. He also studies crowdsourcing, Internetworking, and digital innovations. He has published articles in, among others, Academy of Management Review (AMR), SMJ, Management Science, Research Policy, Communications of the ACM, SEJ, Academy of Management Annals, and JPIM. His article with Allan Afuah, “Crowdsourcing as solution to distant search,” won the Best Paper of 2012 for AMR. He is currently an Associate Editor of Academy of Management Discoveries. He has served in leadership positions in the Academy of Management (AOM) and the Strategic Management Society.
Citations for Christopher L. Tucci
- Crowdsourcing / IoT / digitalization and innovation
- Innovation Management
- International technology alliances
- Technology policy
- Regulation of the future (IT, fintech, …)
- Internet strategy of entrants and incumbents
- Technology strategy
- Technological entry, product development, and "creative destruction"
- Design thinking
- Entrepreneurship and corporate venture capital
- Corporate governance and innovation
|A Afuah & CL Tucci
Academy of Management Review, Vol. 37, No. 3, July, 2012, pp. 355-375.
|Crowdsourcing as a solution to distant search|
|L Berchicci, A King, & CL Tucci
Strategic Entrepreneurship Journal, Vol. 5, 2011, pp. 120-136.
|Does the apple always fall close to the tree? The geographical proximity choice of spinouts|
|I Hasan, CL Tucci
Research Policy, Vol. 39, 2010, pp. 1264�1276.
|The innovation-economic growth nexus: Global evidence|
|L Berchicci & CL Tucci
Journal of Product Innovation Management, Vol. 27, No. 7, 2010, pp. 972-990.
|There is more to market learning than gathering good information: The role of shared team values in radical product definition|
|N Staudenmayer, M Tripsas, & CL Tucci
Journal of Product Innovation Management, 22, July, 2005, pp. 303-321 (lead article). Winner of the Citation for Excellence Award from Emerald Group Publishing (top 50 articles out of 20,000 covered by the Emerald Management Database).
|Inter-firm modularity and the implications for product development.|
|Y Badir, B B�chel, & CL Tucci
Research Policy, Vol. 38, No. 8, October, 2009, pp. 1350-1364.
|The performance impact of intra-firm organizational design on an alliance�s NPD projects|
|A Giloni, S Seshadri, & CL Tucci
Journal of Product Innovation Management, Vol. 25, 2008, pp. 491-507.
|Neo-Rawlsian fringes: A new approach to market segmentation and product development|
|PJ Brews & CL Tucci
Strategic Management Journal, Vol. 25, May, 2004, pp. 429-451.
|Exploring the structural effects of Internetworking|
|A Kaufman, CL Tucci, & M Brumer
Research Policy, Vol. 32, October, 2003, pp. 1537-1554 (lead article).
|Can creative destruction be destroyed? Military IR&D and destruction along the value-added chain|
|A King & CL Tucci
Management Science, Vol. 48, February, 2002, pp. 171-186 (lead article).
|Incumbent entry into new market niches: The role of experience and managerial choice in the creation of dynamic capabilities|
|A Afuah & CL Tucci
IEEE Transactions on Engineering Management, Vol. 50, November, 2003, pp. 395-402 (lead article).
|A model of the Internet as creative destroyer|