Faculty

A rich and lively student-teacher interaction is at the heart of SPJIMR's success. Our faculty members are known to be great teachers, who can bring alive the subject, encourage critical thinking and offer a wider, holistic perspective that is critical in today's complex business environment.

Our faculty members are drawn from academia, industry, government sector and non-profits. Collectively, they bring in a wide range of experience in building and delivering knowledge and skills to prepare participants for leadership roles.

The teaching-learning process at SPJIMR is vastly enriched by a series of non-classroom initiatives through which our faculty help build among participants the right attitudes to enable them lead with purpose, meaning and with an idea of service to society.

The average experience of the core faculty is over 18 years, with several who have come to academics after years of experience as practitioners. In addition, we have around 20 adjunct faculty and several more visiting faculty who engage with participants of various courses.

FACULTY SEARCH

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Overview

Arindam Das

Professor

Strategy & Innovation

arindam.das@spjimr.org

Arindam Das, a practitioner-turned-academic, specializes in the areas of corporate strategy, international business and digital transformation. His current reasearch focuses on cross-border investments of emerging market firms, technology-enabled business model transformation, and multinationals' roles in realizing the UN's sustainable development goals. He holds a PhD from Indian Institute of Foreign Trade, New Delhi. He is a certified indepedent director from IoD.

Experience

Arindam Das

Professor

Strategy & Innovation

arindam.das@spjimr.org

Teaching:

Seven years of teaching experience in post-graduate programme, doctoral programme and executive education.

Non- Teaching:

22 years of experience in functional, managerial and leadership roles in large technology consulting organizations.

Research & Publications

Arindam Das

Professor

Strategy & Innovation

arindam.das@spjimr.org

Books:

Corporate Governance in India (Publisher: Routledge, UK)

Research Papers:

Post-Acquisition Performance of Emerging Market Firms: A Multi-dimensional Analysis from India. Journal of Risk and Financial Management, 14 (12), 567.

Promoting Organizational Diversity and Preserving Socioemotional Wealth: Can Family Businesses Balance the Two?. Journal of Family Business and Management (published online first)

Role of Governance on SME Export and Performance. Journal of Research in Marketing and Entrepreneurship (published online first).

Global Manufacturing Value Networks: Assessing the Critical Roles of Platform Ecosystems and Industry 4.0. Journal of Manufacturing Technology Management, 32 (6), 1290-1311.

Predatory FDI during Economic Crises: Insights from Outbound FDI from China and Host Country Responses. Critical Perspectives on International Business, 17(2), 327-341.

Trust in “Trust-free” Digital Networks: How Inter-firm Algorithmic Relationships Embed the Cardinal Principles of Value Co-Creation. AIS Transactions on Human-Computer Interaction, 12(4), 228-252.

Robotic Process Automation: Assessment of the Technology for Transformation of Business Processes. International Journal of Business Process Integration and Management, 9(3), 220-230.

Biased Decisions on IT Outsourcing: How Vendor Selection Adds Value. Journal of Business Strategy, 39(5), 31-40.

Capability Development in Dynamic Business Environment: A Framework for Practitioners. IIM Shillong Journal of Management Science, 9(1), 14-19.

Relevance of Country-level Competitiveness Indexes in Asian Economies: A Critical Review. Asian Journal of Empirical Research, 7(5), 96-112.

Determinants of Acquisitions in Chinese Technology Firms: An Empirical Investigation. Asia-Pacific Journal of Business Administration, 8(2), 127-142.

Linking Succession Planning to Organizational Strategy: A Prescriptive Framework. Indian Journal of Training and Development, 46(3), 31-38.

Role of Corporate Governance on Firm Performance: A Study on Large Indian Corporations after Implementation of Companies’ Act 2013. Asian Journal of Business Ethics, 5(1), 149-164.

Achieving Total Financial Inclusion through Electronic Records of Residence: Lessons from Tripura. ASCI Journal of Management, 45(2), 1-19.

Inorganic Growth of Technology Sector Firms in Emerging Markets: Influence of Firm-Specific Factors in Indian Firms’ M&A Activities. International Journal of Emerging Markets, 10(1), 52-72.

Explaining M&A Performance: A Review of Empirical Research. Journal of Strategy and Management, 5(3), 284-330.

Analysis of Cross-Border and Domestic M&A Deals in Technology Sector in India and China. Transnational Corporations Review, 3(2), 148-163.

Product Failure Root Cause Analysis During Warranty Analysis for Integrated Product Design and Quality Improvement for Early Results in Downturn Economy. International Journal of Product Development, 12(3-4), 235-253.

Case Studies:

Vedanta Ltd. – Attempts to Go Private. Emerald Emerging Market Case Studies, 12(1), doi:10.1108/EEMCS-06-2021-0204 (2022)

Royal Enfield - An Epic Journey at Crossroads. The Case Centre Case Id: 318-0270-1 (2018)

Securing Country’s Energy Futures: Coal India’s Strategic Pursuits. The Case Centre Case Id: 317-0054-1 (2017)

NTPC: Growth Challenges in Changing Environment. The Case Centre Case Id: 316-0427-1 (2016)

Additional Information

Arindam Das

Professor

Strategy & Innovation

arindam.das@spjimr.org

Member of Strategic Management Society, Academy of International Business, Association for Information Systems, Institute of Directors and Project Management Institute

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