Korcan Kavusan

Korcan Kavusan is an Associate Professor of Strategy in the Department of Strategic Management & Entrepreneurship, Rotterdam School of Management, Erasmus University. He obtained his Ph.D. degree in Management at Tilburg University, the Netherlands.

His research focuses on interfirm relationships such as strategic alliances and acquisitions with a particular interest on how companies develop new technological and managerial capabilities through alliances and acquisitions, and how different stakeholders, such as managers and investors, make decisions regarding firms’ alliance and acquisition activities. His work is accepted for publication in the Strategic Management Journal, Strategic Organization, and Research Policy.

Korcan teaches graduate-level courses on strategic management, innovation strategy, and technology-driven interfirm relationships. Prior to earning his doctorate, he worked as an internal auditor for the UniCredit Group.

Education

• Master of Science (MSc) Singapore Management University (2008 — 2010)
• Bachelor of Science (BSc) Orta Doğu Teknik Üniversitesi / Middle East Technical University (1998 — 2003)
• Istanbul Cagaloglu Anadolu Lisesi (1991 — 1998)

Publications

• Korcan Kavusan, NY (Nufer) Ates & Anna Nadolska (2020) - Acquisition target selection and technological relatedness: The moderating role of TMT demographic faultlines - Strategic Organization

• Radina Blagoeva, Korcan Kavusan & Justin Jansen (2020) - Who violates expectations when? How firms’ growth and dividend reputations affect investors’ reactions to acquisitions - Strategic Management Journal, 41 (9), 1712-1742

• Korcan Kavusan & HTW Frankort (2019) - A behavioral theory of alliance portfolio reconfiguration: Evidence from pharmaceutical biotechnology - Strategic Management Journal, 40 (10), 1668-1702

• Korcan Kavusan (2017) - Developing capabilities through strategic alliances - RSM Discovery - Management Knowledge, 29 (1), 8-9

• Korcan Kavusan, NGN Noorderhaven & GM Duysters (2016) - Knowledge acquisition and complementary specialization in alliances: The impact of technological overlap and alliance experience - Research Policy, 45 (10), 2153-2165