Subrata Chakrabarty

Dr. Subrata Chakrabarty
Assistant Professor (Research),
Department of Management, College of Business Administration, University of Nebraska – Lincoln (UNL), USA

BIO

Dr. Subrata Chakrabarty is an Assistant Professor at the College of Business Administration, University of Nebraska – Lincoln, USA.

His research centers on strategic entrepreneurship from a multi-stakeholder perspective. He investigates research questions on the ability of an organization to connect fruitfully with its various stakeholders (such as local communities, natural ecosystems, social activists, customers, suppliers, employees, leaders, shareholders, and creditors). His research extends the literature on (i) social entrepreneurship, sustainability, and business ethics, (ii) technological entrepreneurship and innovation, (iii) international entrepreneurship and institutional voids, and (iv) corporate entrepreneurship and risk taking.

He has published his research work in Journal of Business Ethics, Information & Management, Thunderbird International Business Review, Journal of International Management, and other journals. Further, several of his research papers have been accepted in major conferences, some of which have received best-paper awards and/or been published in best-paper proceedings.

He has consistently received good teaching evaluations from his students. At the University of Nebraska – Lincoln, he received the College of Business Administration's 2011-12 Distinguished Teaching Award.

He received his PhD degree in Strategic Management in August 2009 from Mays Business School, Texas A&M University, USA. His dissertation committee members were Dr. Asghar Zardkoohi (Chair), Dr. Michael A. Hitt, Dr. R. Duane Ireland, Dr. Ramona L. Paetzold, and Dr. Donald R. Fraser. He was a winner of the doctoral dissertation proposal award at the 2008 Strategic Management Society special conference, and was a runner-up at the spring 2009 dissertation proposal competition held by Duke University’s Center of Leadership and Ethics.

He has worked in the industry — with diverse work experiences in the automobile industry (at Toyota) and the software industry (at Infosys Technologies), during which he interacted with customers and suppliers from multiple countries. He was the 1st ranked (topmost) student in academic performance at his undergraduate college in India, and had excelled in academic performance during his graduate studies in USA.

EDUCATION

PhD in Strategic Management, from Mays Business School, Texas A&M University, USA. (completed, Aug 2009)

KEY JOURNAL PUBLICATIONS

Chakrabarty, S., & Wang, L. 2013. Climate change mitigation and internationalization: The competitiveness of multinational corporations. Thunderbird International Business Review, xx(x): xx-xx.
Chakrabarty, S., & Bass, A. 2013. Encouraging entrepreneurship: Microfinance, knowledge support, and the costs of operating in institutional voids. Thunderbird International Business Review, xx(x): xx-xx.
Chakrabarty, S., & Co-Authors. 2013. (in press, to be updated) Journal of Business Ethics, xx(x): xx-xx.
Chakrabarty, S. 2013. The influence of unrelated and related diversification on fraudulent reporting. Journal of Business Ethics, xx(x): xx-xx.
Chakrabarty, S., & Wang, L. 2012. The long-term sustenance of sustainability practices in MNCs: A dynamic capabilities perspective of the role of R&D and internationalization. Journal of Business Ethics, 110(2): 205-217.
Chakrabarty, S., & Whitten, D. 2011. The sidelining of top IT executives in the governance of outsourcing: Antecedents, power struggles, and consequences. IEEE Transactions on Engineering Management, 58(4): 799-814.
Zardkoohi, A., Bierman, L., Panina, D., & Chakrabarty, S. 2011. Revisiting a proposed definition of professional service firms. Academy of Management Review, 36 (1, dialogue):180-184.
Whitten, D., Chakrabarty, S., and Wakefield, R. 2010. The strategic choice to continue outsourcing, switch vendors, or backsource: Do switching costs matter? Information & Management, 47(3): 167-175
Chakrabarty, S. 2009. The Influence of national culture and institutional voids on family ownership of large firms: A country level empirical study. Journal of International Management, 15(1): 32-45.

See more research >

© Subrata Chakrabarty
The long-term sustenance of sustainability practices in MNCs: A dynamic capabilities perspective of the role of R&D and internationalization The sidelining of top IT executives in the governance of outsourcing: Antecedents, power struggles, and consequences Revisiting a proposed definition of professional service firms The strategic choice to continue outsourcing, switch vendors, or backsource: do switching costs matter? The influence of national culture and institutional voids on family ownership of large firms: a country level empirical study Understanding service quality and relationship quality in IS outsourcing: Client orientation & promotion, project management effectiveness, and the task-technology-structure fit Organisational culture of customer care: Market orientation and service quality A conceptual model for bidirectional service, information and product quality in an IS outsourcing collaboration environment Business strategies for outsourcing information technology work Business strategies for outsourcing information technology work Strategies for business process outsourcing: An analysis of alternatives, opportunities and risks Strategies for business process outsourcing: An analysis of alternatives, opportunities and risks The journey to new lands: Utilizing the global IT workforce through offshore-insourcing Making sense of the sourcing and shoring maze: Various outsourcing and offshoring alternatives Real-life case studies of offshore outsourced IS projects: Analysis of issues and socio-economic paradigms

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