Daniel Blake

Daniel Blake is an Associate Professor of Strategy whose research and teaching span the areas of nonmarket, global and corporate strategy. Much of Daniel’s work is concerned with understanding the interplay between companies and their political and social environments, particularly in challenging institutional contexts. His research has examined firm strategy in connection to a broad range of topics including political risk, firm location, divestitures, international investment agreements, firm capabilities and corporate social responsibility. His research has been published in peer-reviewed journals such as the American Journal of Political Science, International Organization, Journal of Management Studies, Strategic Management Journal and Strategy Science.

Daniel has taught masters and executive courses on strategy, nonmarket strategy, international business, sustainability and political analysis, and he has received the award for Best MBA Professor at IE Business School.

Prior to joining IE, Daniel was a Globalization and Governance Fellow at the Niehaus Center at Princeton University. He received a Ph.D. in Political Science from the Ohio State University.


• Associate Professor of Strategy, IE Business School, 2018 – Present

• Assistant Professor of Strategy, IE Business School, 2011 – 2018

• Fellow, Niehaus Center for Globalization and Governance, Princeton University, 2010 – 2011


• Ph.D. Political Science, Ohio State University, 2010

• M.A. Political Science, Ohio State University, 2006

• B.A. International Relations, Bilkent University, 2004


• Blake, D. J., Jandhyala, S. (2019). “Managing Policy Reversals: Consequences for Firm Performance”. Strategy Science, Vol. 4 (2): 61 – 174

• Blake, D. J., Moschieri, C. (2017). “Policy Risk, Strategic Decisions, and Contagion Effects: Firm-Specific Considerations’”. Strategic Management Journal, Vol. 38 (3): 732 – 750

• Bach, D., Blake, D.J. (2016). “Frame or get Framed: The Critical Role of Issue Framing in Nonmarket Management”. California Management Review, Vol. 58 (3): 66 – 87

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