Pablo MARTIN DE HOLAN

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Pablo MARTIN de HOLAN is the Dean of HEC Paris in Qatar. Previously, he was the Dean (founding) of Graduate Studies and Research at MBSC and before that, the Dean of MBAs at EMLYON Business School, and a Full Professor of Entrepreneurship and Strategy, and he managed the Global Entrepreneurship Program with Purdue and ZJU (China) among other programs (DBA, Executive Education, etc). Before that and from 2006 to 2011, he was the Chairman of the Entrepreneurial Management Department of the IE Business School and a Full Professor of Strategy and Entrepreneurial Management. During his tenure at IE Business School, the Entrepreneurial Management Department was selected among the world´s 10 best by the Financial Times of London.

He regularly visits INCAE (Central & South America), and he is an Adjunct Professor at MIT’s Center in Saragossa, Spain. Before joining IE, he was the Bombardier Chair of Entrepreneurship at the University of Alberta, Canada, visiting professor at HHL (School of Business) in Leipzig, Germany, and visiting scholar at UTDT in Buenos Aires, Argentina, among others. From 1993 to 1998 he taught at McGill University in Montreal, Canada, where he won two consecutive years the Royal Bank of Canada Teaching Innovation Award. Since the beginning of his Academic Career, Pablo has taught in over 30 countries in three languages and in 2009, he won two IE awards for Teaching Excellence and three more in 2010, 2011, and 2012.

His doctoral thesis was supervised by Henry Mintzberg, considered one of the founding fathers of the Strategic Management discipline by The Economist, the Financial Times, the Wall Street Journal and other publications. Before his Ph.D., Pablo earned a Masters in Sociology and another one in Social Sciences, both from the Sorbonne University, in Paris, where he learnt to appreciate French wines, cheeses, and psyche.

Simultaneously to his academic career, he has worked as a consultant to several international organizations such as the World Bank (IFC), NGOs (CARE, Intermón-Oxfam), transnational corporations (Daimler Chrysler, Unilever, Alstom, BAT, BT, Telefónica, Santander, BASF, Ferrovial, Roche, Financial Times…), State Owned Firms (Panama Canal Comission), and several privately owned companies in Canada, France, and Spain, and several countries in Europe, and Central and South America.

He has been elected Editor-in-Chief of the Journal of Management Inquiry (starting Jan2018) and has been an Editor of the Journal since 2015. His research has been published by many practitioner and academic journals (Financial Times, Sloan Management Review MIT, Management Science, Journal of Management Studies, Strategic Organization, Journal of Management Inquiry, Harvard Business Review (America Latina), Revista de Empresa, Journal of Business Research, among others), has been reviewed by journals such as the Financial Times (UK), The Economist (UK), and presented in several Scientific Meetings such as the Academy of Management, the Strategic Management Society, the Association of International Business, the European Group on Organizational Studies, and Administrative Sciences Association of Canada among others. His paper called “Managing Organizational Forgetting” won the “Bechkard Memorial Prize” as it was voted the best paper on organizational change published by the Sloan Management Review in 2004.

In addition, he has published seven book chapters, over 25 academic articles, and contributes constantly with professional journals such as the Financial Times (UK). The Globe and Mail (Canada), National Post (Canada), El Financiero (Costa Rica), La Nación (Costa Rica), Pauta (Panamá), Hablemos Claro (Honduras), InfoBAE (Argentina) many among others.
Supervisors: Henry MINTZBERG, McGill University.

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Organizational forgetting as strategy

After decades of research, the link between organizational learning and competitive advantage is ... more After decades of research, the link between organizational learning and competitive advantage is clear: firms that are better at learning are better positioned to take advantage of emerging opportunities and deal with emerging threats, especially ones that require significant organizational change. Firms that are better able to create new knowledge, 'learning organizations', are able to innovate more effectively and adapt to changing environmental conditions more quickly and efficiently, gaining competitive advantage over firms that cannot. Research on the nature of organizational knowledge, the processes that support learning and the barriers that prevent it and the functioning of organizational memory systems has all accumulated rapidly. The result is a well-developed perspective on the management of knowledge that provides an effective framework for research and a useful guide for management practice. We find the progress made in understanding organizational knowledge and organizational learning impressive and the resulting framework useful and convincing. At the same time, based on the results of our research into the knowledge dynamics of international joint ventures (Martin de Holan and Phillips, 2003; Martin de Holan and Phillips, in press; Martin de Holan et al., 2004), 1 we believe that one important dimension of knowledge in organizations deserves much more attention: the dynamics of organizational forgetting. We are convinced that competitiveness is not just about learning; it is also about forgetting the right things at the right times. Deeply entrenched stocks of knowledge can act as barriers to new learning, or even to the recognition of the opportunity to innovate a new product, service or business model. Unneeded stocks of knowledge require expensive management and can consume critical management attention, leading to a loss of competitiveness. Increasing numbers of collaborations mean increasing opportunities to pick up bad habits from partners that must be forgotten quickly before they adversely affect competitiveness. Furthermore, firms can overlearn from bad experiences, leading to organizational dysfunction, loss of competitiveness and a critical need to forget. We believe that managers must become as skilled at managing forgetting as they have become at managing learning and, we will argue here, management

Pablo MARTIN DE HOLAN

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