Charlotte Cloutier, Assistant Professor of Strategy

Curriculum Vitae (version française)   Education 2010    Post-Doctoral Research Fellow (Strategy and Organization Theory). Saïd Business School, Oxford University, Oxford, UK 2009    PhD in Management (Strategy and Organization Theory). HEC Montreal, Montreal 2003    Master of Management (McGill-McConnell Program for Voluntary Sector Leaders) McGill University, Montreal 1989    Bachelor of Commerce (Marketing and Management Information Systems) McGill University, Montreal

Languages English/French: perfectly bilingual

Citizenship Canadian and French

ACADEMIC ACHIEVEMENTS

Awards and Prizes

• Best Reviewer Award; Strategizing Activities and Practice Interest Group; Academy of Management (2011)
• Mercure Prize – HEC Best Thesis Prize (2010 - $3000)
• Post-Doctoral Fellowship - SSHRC (Social Science and Humanities Research Council of Canada) (2009/2010 - $62 000)
• Post-Doctoral Award – CHSRF (Canadian Health Services Research Foundation)/CIHR (Canadian Institutes for Health Research) Research Chair in Governance and Transformation of Healthcare Organizations (2009/2010 - $15 000)
• Acceleration Award - HEC (for early completion of thesis) (2009 - $5000)
• Award of Excellence - J. A. de Sève Foundation (2008 - $3800)
• Doctoral Award - Canada Research Chair (in Strategic Management in Pluralistic Settings) (2008/2009 - $10 000)
• Acceleration Award - HEC (for early completion of thesis proposal) (2007 - $5000).
• Emerging Scholars Award - ARNOVA (Association for Research in Nonprofit Organizations and Voluntary Action) (2006 - $1000).
• Doctoral Fellowship - SSHRC (2005/2008 - $105 000).
• Doctoral Fellowship - FQRSC (Fond québécois de la recherche sur la société et la culture) (2005 - $60 000) (declined)
• Esdras Mainville Prize - HEC (for best student publication) (2005 - $3000).
• Doctoral Fellowship - John Dobson Foundation (2004/2007 - $30 000)
• Doctoral Entrance Scholarship - HEC (2004 - $15 000)
• Master’s Fellowship - J. W. McConnell Family Foundation (McGill-McConnell Program for Voluntary Sector Leaders) (2001/2003 - $30 000)

Refereed contributions

PhD Dissertation (unpublished)

• Cloutier, C. (2009); Managing Opportunity, Managing Power and Managing Difference:  How Nonprofits Strategically Manage their Relations with Funders; HEC Montreal.  Winner of HEC’s Prix Mercure for Best Thesis.

Books, Book Chapters

• Cloutier, C. and R. Whittington (forthcoming); Strategy-as-Practice; Encyclopedia of Management Theory;  Eric H. Kessler (ed); Thousand Oaks, CA: Sage.
• Rouleau, L. and C. Cloutier (2012); Erving Goffman: l’observateur du quotidien; in Les grands inspirateurs de la théorie des organisations; G. Charreaux, P. Joffre and G. Koenig (eds); Cormelles-le- Royal, France; Editions EMS.
• Cloutier, C. (2010); Embracing Donor-Involvement; in Voices from the Sector: Leaders Reflecting on Practice; F. Bird and F. Westley (eds); Toronto, ON:  University of Toronto Press.  

Peer-reviewed journals

• Cloutier, C. and A. Langley (forthcoming); The Logic of Institutional Logics:  Insights from French Pragmatist Sociology; Journal of Management Inquiry.
• Cloutier, C. (2012);  Les organismes à but non-lucratif : Comment mieux gérer les relations avec les donateurs; Gestion; Vol. 36 (4); p. 85.
• Cloutier, C. (2005); Donor-Advised Funds in the U.S.: Controversy and Debate; The Philanthropist; Vol. 19 (2); pp. 85-108.

Peer-reviewed journals (under review)

• C. Cloutier, J.-L. Denis, A. Langley and L. Lamothe;  Health Care Reform as Institutional Work.

Book reviews:

• C. Cloutier, A. Langley (2010); Organizational Institutionalism Celebrated, Dissected, Exploded and Re-energized; Book review of The Sage Handbook of Organizational Institutionalism; Sage: Thousand Oaks, CA; R. Greenwood, C. Oliver, K. Sahlin and R. Suddaby (eds); Organization Studies; 32 (1); p. 138.

Conferences:

• Cloutier, C. and A. Langley (2012); Applying an orders of worth perspective to the study of inter-organizational collaboration; paper presented at the AOM Symposium: “What can organization and management theory learn from the economies of worth framework?”; Boston, MA; August 2-7.
• Cloutier, C., C. LeBaron and R. Whittington (2012); Strategy as a Process of Articulation:  How Material and Discursive Practices Constitute Strategy; paper presented at the “Strategizing Discourse: Strategy-as-Practice and the Discursive Turn” subtheme at the EGOS colloquium;  Helsinki, Finland; July 5-7.
• Cloutier, C. (2011); The Implementation of CSR Strategy in Practice; 1^st oikos Young Scholars Organizations Academy:  Organizations and Cultural Sustainability; oikos International; St-Gallen, Switzerland; Sept 4-9.
• Cloutier, C. and R. Whittington (2011); Strategy-as-practice:  Taking stock and going forward; Professional Development Workshop; Academy of Management annual general meeting; San Antonio, TX; August 12-16.
• Cloutier, C., C. LeBaron and R. Whittington (2011); Strategy Communication and Take Up in Practice:  A Multi-Modal Perspective; paper presented at the Third Annual Process Research Studies Symposium; Corfou, Greece.
• Cloutier, C. et C. Lebaron (2010); The Practice of Strategy Communication; paper presented at the Talk, Text and Tools in the Practice of Strategy Workshop; Groupe de recherche sur la pratique de la stratégie (GEPS); HEC Montréal, Montreal, Qc.
• C. Cloutier, J.-L. Denis, A. Langley and L. Lamothe (2010); Institutional Work and Organizational Strategizing in a Shifting Organizational Field; paper presented at the “Strategy-as-Practice: Institutions, Strategizing Activities and Practices” subtheme at the EGOS colloquium; Lisbon, Portugal.
• Cloutier, C. (2009); Strategic Practices of Nonprofits; poster presentation; Academy of Management annual general meeting; Chicago, IL.
• Cloutier, C (2008); Neither Friend nor Foe: A Practice Perspective on Collaborating with Powerful Others; paper presented at Sub-theme 05 (SWG): Strategy as Practice: Stability and Change in Strategizing Routines; EGOS annual colloquium; Amsterdam, The Netherlands.
• Cloutier, C. and A. Langley (2007); Competing Rationalities in Organizations:  A Theoretical and Methodological Framework; paper presented at AOM symposium:  Competing Rationalities in Organizations; Academy of Management annual general meeting; Philadelphia, PA.
• Rouleau, L., S. Gagnon and C. Cloutier (2007): Revisiting Permanently-Failing Organizations : A Practice Perspective; paper presented at the “Strategizing in Practice” work group; EGOS annual colloquium; Vienna, Austria.
• Cloutier, C. (2006); Multiple Constituencies and Complex Goals:  A Practice Perspective on Strategizing in the Nonprofit Context; paper presented at the Association for Research on Nonprofits and Voluntary Action (ARNOVA) annual meeting; Chicago, IL.
• Cloutier, C. and A. Langley (2006); Typifying Competing Rationalities:  A Novel Heuristic Framework; paper presented at an interactive session on Group and Individual Sensemaking at the Academy of Management annual meeting, Atlanta, GA.
• Cloutier, C. (2005); Strong Ties as a Means of Balancing Asymmetric Power in Resource-Dependent Relationships; paper presented to Sub-theme 5:  “Unlocking Hierarchical Organization”; EGOS annual colloquium; Berlin, Germany.

Research Grants

• FQRSC (Fond de recherché québécois pour la société et la culture) (2011); Program for the establishment of new faculty/young researchers;  Corporate Social Responsibility Strategy in practice;  $40 000 over three years.
• HEC Young Researchers Award (2010); $20 000 over two years.

Teaching

• Strategic Management; 3^rd year undergraduate (compulsory capstone course) in French.
• Economics and organizations; 1^st year MSc (compulsory course) in French and English. 
• Ethics and Governance; MBA (compulsory course) in French and English.
• Propedeutics in Strategy; qualifying program for the MSc in French and English. 

Current research interests

Under the broad umbrella of Strategy-as-Practice:

• Strategic implementation of corporate social responsibility and sustainable development practices; institutional processes underscoring norm and standard setting, reputation building.
• Processes underscoring strategizing activities in non-corporate environments
• Strategic implications of nonprofit funding structures
• The effects of competing rationalities and logics on strategic practices

PROFESSIONAL EXPERIENCE

Governance & Management

• Developed and had adopted by both Foundation and University boards several new internal policy documents including a gift acceptance policy, an endowment management policy, an investment policy, and a guide to fundraising practice (2001).
• Successfully spearheaded negotiations for partnership agreement between University of Sherbrooke and four other institutional partners for the undertaking of an $80M joint capital campaign starting in 2003.  
• Restructured the board, rewrote corporate regulations and developed a three-year strategic plan for the University alumni association.  All changes and plan adopted at Assembly of members in May 2002.

Fundraising

• Increased University of Sherbrooke Annual Fund results by 66% in the first year (2001).
• Successfully implemented a decentralized fundraising structure within the University, which brought in approximately $3M in new funds to the Foundation in the first 18 months (2003).
• Based on Faculty’s strategic plan and managing a staff of three, spearheaded planning phase of Faculty’s $15M building renovations campaign, including developing a case statement and communications plan, conducting prospect review sessions, and recruiting volunteers (1998-99).
• Developed major gift prospect list and raised over $7.2 million for Faculty priorities (2000).

Marketing and Project Development

• Evaluated and coordinated a half-dozen Foundation supported initiatives, including the Quebec Inter-University Nursing Intervention Research Group, a cost-analysis of nursing education in Quebec, an inter-university research chair in the development and evaluation of nursing interventions  and a Centre for Innovation in Nursing Pedagogy (2003-2008).
• Successfully implemented an integrated marketing plan for the University of Sherbrooke Foundation, including the development of a new logo and website (2002).
• Initiated and lead faculty efforts to integrate the various marketing programs linked to branding, outreach, recruiting and development (1999-2000).
• Developed and implemented a plan for the establishment of strategic multi-level partnerships between McGill Faculty of Management and industry.  Efforts resulted, among other initiatives, in the launch of McGill’s KARMA in 1999 (Centre for Knowledge and Research in Marketing)  (1998-99).
• Developed and implemented new concept for Arts & Entertainment advertising which successfully consolidated declining market share for the French daily Le Monde (1992).
• Initiated and developed three marketing programs for the Delta Chelsea Inn which increased sales by up to 40% in one market segment in the first year (1991-92).

Strategic Planning

• Facilitated a strategy review exercise and developed a preliminary knowledge management action plan for J.W. McConnell Foundation (2008);
• Produced an environmental landscape review and strategic plan for building a world center of excellence in nursing for Newton Foundation (2003)

EMPLOYMENT HISTORY

VOLUNTEER ACTIVITIES

OTHER
Study Group Co-Chair Governor General of Canada’s Leadership Conference (2004) (www.leadershipcanada.ca)