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Lehiany Benjamin
CHERCHEUR ASSOCIÉ

Contact

Bureau : !ENSTA
Téléphone : +33181872187
Département/Laboratoire/Service : CA/DER/LAB/I3
Fonctions complémentaires :
CHARGÉ D'ENSEIGNEMENT
+33181872187

Bibliographie & travail en cours

Mission: 

Chercheur associé au CRG/Icube et Maître de conférence au département Management de l'Innovation et Entrepreneuriat (MIE) de l'Ecole polytechnique. 

Biographie: 

Dr. Benjamin LEHIANY is Associate Researcher at CRG /Icube and Maître de conférence at Ecole polytechnique (department Management de l'Innovation & Entrepreneuriat). He is also permanent Assistant Professor and the Scientific Director of the MSc. International Strategy & Influence at Skema Business School. He has a 10-year teaching experience in strategy and industrial economics. He has been a teaching assistant at Toulouse School of Economics, lecturer at Université ParisDauphine and Ecole polytechnique, and then a research assistant and lecturer at ESCP-Europe in the Strategy Department. His fields of expertise are industrial strategy and competitive intelligence with a sectoral specialisation in network industries (energy/telecoms/transportation). He has also worked as an independant consultant in the energy and transportation sectors. Dr. Benjamin LEHIANY holds a Master degree from Toulouse School of Economics and a PhD in Strategy from Ecole polytechnique. He is academically qualified by the Conseil National des Universités and Research Affiliate at Ecole polytechnique.

Recherche: 

Methods: qualitative research (interviews, observations, questionnaires), quali-quanti methods (crisp-set and fuzzy-set QCA).

Theoretical fields: strategy (market and non-market strategies; alliance and Joint-venture; strategic group analysis), competitive dynamics, competition policy.

Sectors: energy, transportation, telecoms, cosmetics.

Publications et Liens

Publications: 

       REVUES A COMITE DE LECTURE 

Lehiany, B. & Chiambaretto, P., (2014), « ASMA : un dispositif d’Analyse Séquentielle et Multidimensionnelle des Alliances », Management International, vol. 18, numéro spécial, pp. 85-105.

Lehiany, B. (2013), « La gouvernance de l’infrastructure électrique en Europe », Flash X, La revue scientifique de l’École Polytechnique, n° 15 (numéro spécial Énergies), pp. 47-48.

Lehiany, B. (2012), « Unité d’analyse, niveaux d’analyse et spécification des frontières dans l’analyse des réseaux », Le Libellio d’AEGIS, vol. 8, n° 3, pp. 59-73.

 

CHACHAPITRES D’OUVRAGES 

Lehiany, B. (2016), « Globalisation, digitalisation et dérégulation de l'économie : vers des formes complexes de concurrence », dans A. Guilhon & N. Moinet (Eds), Intelligence Economique, Paris : Pearson,  pp. 19-36.  

Guilhon, A. & Lehiany, B. (2016), « Les compétences et métiers de l'intelligence économique », dans A. Guilhon & N. Moinet (Eds), Intelligence Economique, Paris : Pearson, pp. 309-317. 

Lehiany, B., Jeunemaitre, A., & Dumez, H. (2015), “Policy and regulation of air transport: the European experience” in Matthias Finger and Christian Jaag, EPFL (Eds.), The Routledge Companion to Network Industries, London and New York: Routledge, pp. 225-240. 

Lehiany, B. & Chiambaretto, P. (2013), « Libéralisation, stratégies d’alliance et instrumentalisation de la normalisation dans le secteur ferroviaire européen » in V. de Beaufort, H. Bouthinon-Dumas, F. Jenny & A. Masson (Eds.) Stratégies d’instrumentalisation juridique et concurrence, Bruxelles : Larcier, 2013, pp. 9-34.  

Rouach, D. & Lehiany, B. (2013), « Les modèles de cluster dans le monde » in Cukierman, E. & Rouach, D. (Eds.), Israël Valley, Pearson France : collection Village Mondial, 2013, pp. 27-37.

COMMUNICATIONS ET WORKING PAPERS 

Lehiany, B. & Chiambaretto, P., « Stabilité des alliances internationales et hétérogénéité causale : l’apport de l’analyse qualitative comparée », communication à la 24ème conférence de l’AIMS (Paris, 3-5 juin 2015) et à l’atelier méthodologique de l’AIMS (Paris, 16 novembre 2016). Invité à soumettre au numéro spécial de la revue Finance, Contrôle et Stratégie sur « la quantification des données qualitatives ».

Collin, B., Delplancke, J-F. & Lehiany, B., « L’universalisation : synthèse des théories ou innovation conceptuelle ? Le cas L’Oréal », communication à la conférence internationale ATLAS-AFMI (Montréal, 8-9 juillet 2013). Proposée pour l’ouvrage collectif (en cours d’évaluation).

Lehiany, B. & Chiambaretto, P., « Processus de libéralisation et stabilité des alliances internationales : le cas de quatre alliances du secteur ferroviaire européen », communication à la 22ème conférence internationale de l’AIMS (Clermont-Ferrand, 10, 11, 12 juin, 2013) et à la conférence internationale ATLAS-AFMI (Montréal, 8-9 juillet 2013). Proposée pour le numéro spécial de la revue Management International. Publié.

Collin, B., Lehiany, B. & Rouach, D., « L’Oréal ou la construction d’un positionnement unique et durable : une étude empirique du secteur des cosmétiques », communication à la 22ème conférence internationale de l’AIMS (Clermont-Ferrand, 10-11-12 juin 2013).

Lehiany, B., Jeunemaître, A. & Dumez, H., “The Invisible Regulatory Hand? Regulatory Cycles in European Network Utilities”, Working Paper.

Collin, B., Delplancke, J-F. & Lehiany, B., “Universalisation: a new concept bridging continents, cultures and worldviews? An exploratory study within L’Oréal”, Working Paper.

Lehiany, B., « Situations stratégiques: le cas d’un projet d’interconnexion électrique entre la France et l’Angleterre », Working Paper.

 

MEDIAS 

« La réforme du rail européen », Les billets Cereza, rubrique Transport ferroviaire, 10 avril 2013: http://blog.cereza.fr/ferroviaire/la-reforme-du-rail-europeen-159

« La réforme du rail en France », Les billets Cereza, rubrique Transport ferroviaire, 19 juin 2013: http://blog.cereza.fr/ferroviaire/la-reforme-du-rail-en-france-212

« Le transport ferroviaire international de passagers en Europe: concurrence ou coopération? »,  Les billets Cereza, rubrique Transport ferroviaire, 02 juillet 2013: http://blog.cereza.fr/ferroviaire/le-transport-ferroviaire-international-de-passagers-en-europe-concurrence-ou-cooperation-222

« Adapter le réseau ferré à la France de demain », Les billets Cereza, rubrique Transport ferroviaire, 16 octobre 2013: http://blog.cereza.fr/ferroviaire/adapter-le-reseau-ferre-a-la-france-de-demain-305

« La sécurité ferroviaire : état des lieux », Les billets Cereza, rubrique Transport ferroviaire, 28 novembre 2013: http://blog.cereza.fr/ferroviaire/la-securite-ferroviaire-etat-des-lieux-502

« L’intégration des industries de réseaux en Europe : régulation, marché et stratégie », Les billets Cereza, rubrique Transport ferroviaire, 8 avril 2014 : http://blog.cereza.fr/ferroviaire/656-656

 
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Enseignement: 

Cours :

MIE555 - Fundaments of Strategy & Innovation (2017-2018)

Slides session 1

MIE569 - Sustainable Strategy & Business Models (2017-2018)

Lecturer: Benjamin Lehiany and Cécile Chamaret

The course Sustainable Strategy & Business Models develops the basics and advanced concepts, tools and methods of strategic management, emphasizing innovation and sustainable business models aspects applied to the energy sector. It relies on a combination of lectures and tutorials to help students applying theories and concepts in strategic management to real case studies in the field of energy and sustainable development. It is designed to provide students with the required knowledge and skills to formulate and implement strategic goals in the fast-moving context of the energy sector.

The purpose of this course is for students to complement their engineering background with a strategic approach to the energy sector and to sustainable development, looking at it as one of the essential means for a firm to define its objectives, design specific business models and create value. Thereby, the course will help students to:

  • Design sustainable business model in accordance with a defined business strategy;
  • Identify growth options such as internationalization, diversification and innovation;
  • Understand role and influence of customer behavior;
  • Develop critical thinking in the development of real case scenarios;
  • Develop professional skills in writing and presenting reports.

The course combines theory (readings and class discussions) and application (case studies).

  • Theory. Main theories and concepts of strategic management are addressed in- (lectures) and off-class (readings) then discussed and illustrated in class. They cover topics such as strategic analysis, strategic management of innovation, business model design and strategic marketing.
  • Application. Theory is applied to business case studies. It assumes personal preparation work prior to attending classes, each case study being subject to review and comments in class. Examples of case studies are the analysis of the potential benefits and costs of shale gas, Tesla Motors and the market for electric vehicles, or the international strategy of Gazprom.  

The evaluation is based on collective case studies (60% of final mark), and on individual quizzes (40% of final mark).

Each session a group of students will present a case study to the class and answer the main questions raised by the case. Case studies will be assigned during the first session. All students must read case studies.

 

Langue du cours : English

MIE512B - Stratégies internationales et formes complexes de concurrence (2017-2018)

Le séminaire stratégie internationale et formes complexes de concurrence propose un approfondissement du management stratégique et des dynamiques concurrentielles encadrées par la régulation. Il s’articule autour d’enseignements théoriques et d’études de cas qui visent à décrypter les stratégies d’entreprises face aux transformations récentes de l’économie : la (dé-)régulation des marchés, qui modifie les règles d’échange et les structures de marchés ; l’hyper-concurrence, qui remet en question la notion d’avantage concurrentiel durable ; et la globalisation de l’économie, qui transforme en profondeur les périmètres d’activités des entreprises.

Seront donc passées en revues les stratégies d’internationalisation des firmes, de coopération (alliances, co-entreprises, coopétition etc.) et de réponse face à la régulation, sur les marchés mais aussi hors des marchés (stratégies d’influence, de lobbying, de réputation, etc.). L’ensemble des concepts et outils d’analyse sera mis en application au travers d’études de cas d’entreprises actives sur des secteurs en pleine transformation, tels que le transport, l’énergie et les industries de haute technologie.    

Format: 24 heures (séminaire). Matériel requis : ordinateur portable. 

 

MIE512B - Stratégies internationales et formes complexes de concurrence (2018-2019)

Le séminaire stratégie internationale et formes complexes de concurrence propose un approfondissement du management stratégique et des dynamiques concurrentielles encadrées par la régulation. Il s’articule autour d’enseignements théoriques et d’études de cas qui visent à décrypter les stratégies d’entreprises face aux transformations récentes de l’économie : la (dé-)régulation des marchés, qui modifie les règles d’échange et les structures de marchés ; l’hyper-concurrence, qui remet en question la notion d’avantage concurrentiel durable ; et la globalisation de l’économie, qui transforme en profondeur les périmètres d’activités des entreprises.

Seront donc passées en revues les stratégies d’internationalisation des firmes, de coopération (alliances, co-entreprises, coopétition etc.) et de réponse face à la régulation, sur les marchés mais aussi hors des marchés (stratégies d’influence, de lobbying, de réputation, etc.). L’ensemble des concepts et outils d’analyse sera mis en application au travers d’études de cas d’entreprises actives sur des secteurs en pleine transformation, tels que le transport, l’énergie et les industries de haute technologie.    

Format: 24 heures (séminaire). Matériel requis : ordinateur portable. 

 

MIE555 - Fundamentals of Strategy and Innovation (2018-2019)

The course Fundamentals of Strategy develops the basics and advanced concepts, tools and methods of strategic management, emphasizing innovation and new business models aspects. It relies on a combination of lectures and tutorials to help students applying theories and concepts in strategic management to real case studies. It is designed to provide students with the needed knowledge and skills to formulate and implement strategic goals for multinational companies as well as Small and Medium Enterprises including startups. It covers topics such as strategic analysis, business and corporate strategy including international strategy and strategic management of innovation.




The course Fundamentals of Strategy develops the basics and advanced concepts, tools and methods of strategic management, emphasizing innovation and new business models aspects. It relies on a combination of lectures and tutorials to help students applying theories and concepts in strategic management to real case studies. It is designed to provide students with the needed knowledge and skills to formulate and implement strategic goals for multinational companies as well as Small and Medium Enterprises including startups. It covers topics such as strategic analysis, business and corporate strategy including international strategy and strategic management of innovation.

MIE569 - Sustainable Strategy and Business Models (2018-2019)

Lecturer: Benjamin Lehiany and Cécile Chamaret

The course Sustainable Strategy & Business Modelsdevelops the basics and advanced concepts, tools and methods of strategic management, emphasizing innovation and sustainable business models aspects applied to the energy sector. It relies on a combination of lectures and tutorials to help students applying theories and concepts in strategic management to real case studies in the field of energy and sustainable development. It is designed to provide students with the required knowledge and skills to formulate and implement strategic goals in the fast-moving context of the energy sector.

The purpose of this course is for students to complement their engineering background with a strategic approach to the energy sector and to sustainable development, looking at it as one of the essential means for a firm to define its objectives, design specific business models and create value. Thereby, the course will help students to:

  • Design sustainable business model in accordance with a defined business strategy;
  • Identify growth options such as internationalization, diversification and innovation;
  • Understand role and influence of customer behavior;
  • Develop critical thinking in the development of real case scenarios;
  • Develop professional skills in writing and presenting reports.

The course combines theory (readings and class discussions) and application (case studies).

  • Theory. Main theories and concepts of strategic management are addressed in- (lectures) and off-class (readings) then discussed and illustrated in class. They cover topics such as strategic analysis, strategic management of innovation, business model design and strategic marketing.
  • Application. Theory is applied to business case studies. It assumes personal preparation work prior to attending classes, each case study being subject to review and comments in class. Examples of case studies are the analysis of the potential benefits and costs of shale gas, Tesla Motors and the market for electric vehicles, or the international strategy of Gazprom.  

The evaluation is based on collective case studies (60% of final mark), and on individual quizzes (40% of final mark).

Each session a group of students will present a case study to the class and answer the main questions raised by the case. Case studies will be assigned during the first session. All students must read case studies.

 

Langue du cours : English




Lecturer: Benjamin Lehiany and Cécile Chamaret

The course Sustainable Strategy & Business Modelsdevelops the basics and advanced concepts, tools and methods of strategic management, emphasizing innovation and sustainable business models aspects applied to the energy sector. It relies on a combination of lectures and tutorials to help students applying theories and concepts in strategic management to real case studies in the field of energy and sustainable development. It is designed to provide students with the required knowledge and skills to formulate and implement strategic goals in the fast-moving context of the energy sector.

The purpose of this course is for students to complement their engineering background with a strategic approach to the energy sector and to sustainable development, looking at it as one of the essential means for a firm to define its objectives, design specific business models and create value. Thereby, the course will help students to:

  • Design sustainable business model in accordance with a defined business strategy;
  • Identify growth options such as internationalization, diversification and innovation;
  • Understand role and influence of customer behavior;
  • Develop critical thinking in the development of real case scenarios;
  • Develop professional skills in writing and presenting reports.

The course combines theory (readings and class discussions) and application (case studies).

  • Theory. Main theories and concepts of strategic management are addressed in- (lectures) and off-class (readings) then discussed and illustrated in class. They cover topics such as strategic analysis, strategic management of innovation, business model design and strategic marketing.
  • Application. Theory is applied to business case studies. It assumes personal preparation work prior to attending classes, each case study being subject to review and comments in class. Examples of case studies are the analysis of the potential benefits and costs of shale gas, Tesla Motors and the market for electric vehicles, or the international strategy of Gazprom.  

The evaluation is based on collective case studies (60% of final mark), and on individual quizzes (40% of final mark).

Each session a group of students will present a case study to the class and answer the main questions raised by the case. Case studies will be assigned during the first session. All students must read case studies.

 

Langue du cours : English

MIE512B - Stratégies internationales et formes complexes de concurrence (2019-2020)

Le séminaire stratégie internationale et formes complexes de concurrence propose un approfondissement du management stratégique et des dynamiques concurrentielles encadrées par la régulation. Il s’articule autour d’enseignements théoriques et d’études de cas qui visent à décrypter les stratégies d’entreprises face aux transformations récentes de l’économie : la (dé-)régulation des marchés, qui modifie les règles d’échange et les structures de marchés ; l’hyper-concurrence, qui remet en question la notion d’avantage concurrentiel durable ; et la globalisation de l’économie, qui transforme en profondeur les périmètres d’activités des entreprises.

Seront donc passées en revues les stratégies d’internationalisation des firmes, de coopération (alliances, co-entreprises, coopétition etc.) et de réponse face à la régulation, sur les marchés mais aussi hors des marchés (stratégies d’influence, de lobbying, de réputation, etc.). L’ensemble des concepts et outils d’analyse sera mis en application au travers d’études de cas d’entreprises actives sur des secteurs en pleine transformation, tels que le transport, l’énergie et les industries de haute technologie.    

Matériel requis : ordinateur portable. 

 

 

MIE555 - Fundamentals of Strategy and Innovation (2019-2020)

The course Fundamentals of Strategy develops the basics and advanced concepts, tools and methods of strategic management, emphasizing innovation and new business models aspects. It relies on a combination of lectures and tutorials to help students applying theories and concepts in strategic management to real case studies. It is designed to provide students with the needed knowledge and skills to formulate and implement strategic goals for multinational companies as well as Small and Medium Enterprises including startups. It covers topics such as strategic analysis, business and corporate strategy including international strategy and strategic management of innovation.




The course Fundamentals of Strategy develops the basics and advanced concepts, tools and methods of strategic management, emphasizing innovation and new business models aspects. It relies on a combination of lectures and tutorials to help students applying theories and concepts in strategic management to real case studies. It is designed to provide students with the needed knowledge and skills to formulate and implement strategic goals for multinational companies as well as Small and Medium Enterprises including startups. It covers topics such as strategic analysis, business and corporate strategy including international strategy and strategic management of innovation.

MIE569 - Sustainable Strategy and Business Models (2019-2020)

Lecturer: Benjamin Lehiany and Cécile Chamaret

The course Sustainable Strategy & Business Modelsdevelops the basics and advanced concepts, tools and methods of strategic management, emphasizing innovation and sustainable business models aspects applied to the energy sector. It relies on a combination of lectures and tutorials to help students applying theories and concepts in strategic management to real case studies in the field of energy and sustainable development. It is designed to provide students with the required knowledge and skills to formulate and implement strategic goals in the fast-moving context of the energy sector.

The purpose of this course is for students to complement their engineering background with a strategic approach to the energy sector and to sustainable development, looking at it as one of the essential means for a firm to define its objectives, design specific business models and create value. Thereby, the course will help students to:

  • Design sustainable business model in accordance with a defined business strategy;
  • Identify growth options such as internationalization, diversification and innovation;
  • Understand role and influence of customer behavior;
  • Develop critical thinking in the development of real case scenarios;
  • Develop professional skills in writing and presenting reports.

The course combines theory (readings and class discussions) and application (case studies).

  • Theory. Main theories and concepts of strategic management are addressed in- (lectures) and off-class (readings) then discussed and illustrated in class. They cover topics such as strategic analysis, strategic management of innovation, business model design and strategic marketing.
  • Application. Theory is applied to business case studies. It assumes personal preparation work prior to attending classes, each case study being subject to review and comments in class. Examples of case studies are the analysis of the potential benefits and costs of shale gas, Tesla Motors and the market for electric vehicles, or the international strategy of Gazprom.  

The evaluation is based on collective case studies (60% of final mark), and on individual quizzes (40% of final mark).

Each session a group of students will present a case study to the class and answer the main questions raised by the case. Case studies will be assigned during the first session. All students must read case studies.

 

Langue du cours : English




Lecturer: Benjamin Lehiany and Cécile Chamaret

The course Sustainable Strategy & Business Modelsdevelops the basics and advanced concepts, tools and methods of strategic management, emphasizing innovation and sustainable business models aspects applied to the energy sector. It relies on a combination of lectures and tutorials to help students applying theories and concepts in strategic management to real case studies in the field of energy and sustainable development. It is designed to provide students with the required knowledge and skills to formulate and implement strategic goals in the fast-moving context of the energy sector.

The purpose of this course is for students to complement their engineering background with a strategic approach to the energy sector and to sustainable development, looking at it as one of the essential means for a firm to define its objectives, design specific business models and create value. Thereby, the course will help students to:

  • Design sustainable business model in accordance with a defined business strategy;
  • Identify growth options such as internationalization, diversification and innovation;
  • Understand role and influence of customer behavior;
  • Develop critical thinking in the development of real case scenarios;
  • Develop professional skills in writing and presenting reports.

The course combines theory (readings and class discussions) and application (case studies).

  • Theory. Main theories and concepts of strategic management are addressed in- (lectures) and off-class (readings) then discussed and illustrated in class. They cover topics such as strategic analysis, strategic management of innovation, business model design and strategic marketing.
  • Application. Theory is applied to business case studies. It assumes personal preparation work prior to attending classes, each case study being subject to review and comments in class. Examples of case studies are the analysis of the potential benefits and costs of shale gas, Tesla Motors and the market for electric vehicles, or the international strategy of Gazprom.  

The evaluation is based on collective case studies (60% of final mark), and on individual quizzes (40% of final mark).

Each session a group of students will present a case study to the class and answer the main questions raised by the case. Case studies will be assigned during the first session. All students must read case studies.

 

Langue du cours : English