Research: 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)

INDUSTRY EXPERIENCE (full time)

Infosys Technologies (client: British Telecom)
Toyota

AWARDS/HONORS

1st prize winner of the Doctoral Dissertation Proposal Award at the 2008 Strategic Management Society (SMS) special conference, India.
Runner-up, Spring 2009 Dissertation Proposal Competition, Center of Leadership and Ethics (COLE), Fuqua School of Business, Duke University.
Best paper award, 3rd China Goes Global conference at Harvard University, Cambridge, USA, Sep 30 to Oct 02, 2009.
Best Paper Proceedings, Academy of Management Annual Meeting, USA. 2011.
2012 CBA Distinguished Teaching Award, College of Business Administration, University of Nebraska - Lincoln, USA.

RESEARCH PUBLICATIONS

Journal Articles (Accepted)

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.
Chakrabarty, S., Whitten, D., & Green, K. W. 2008. Understanding service quality and relationship quality in IS outsourcing: Client orientation & promotion, project management effectiveness, and the task-technology-structure fit. Journal of Computer Information Systems, 48(2): 1-15.
Green, K. W., Chakrabarty, S., & Whitten, D. 2007. Organisational culture of customer care: Market orientation and service quality. International Journal of Services and Standards, 3(2): 137-153.

Book Chapters (Accepted)

Chakrabarty, S., & Woodman, R. W. 2009. ___________________. In T. Rickards, M. Runco, & S. Moger (Eds.), Routledge Companion To Creativity: 189-205. New York: Routledge Taylor & Francis.
Chakrabarty, S. 2009. Business strategies for outsourcing information technology work. In M. Khosrow-Pour (Ed.), Encyclopedia of Information Science and Technology, 2nd ed.: 483-488. Hershey: IGI.

[Reprint:] Chakrabarty, S. 2010. Business strategies for outsourcing information technology work. In K. St.Amant (Ed.), IT Outsourcing: Concepts, Methodologies, Tools, and Applications: 1782-1789. Hershey: IGI.

Chakrabarty, S. 2007. Strategies for business process outsourcing: An analysis of alternatives, opportunities and risks. In J. Sounderpandian, & T. Sinha (Eds.), E-Business Process Management: Technologies and Solutions, 1st ed.: 204-229. Hershey: IGI.

[Reprint:] Chakrabarty, S. 2009. Strategies for business process outsourcing: An analysis of alternatives, opportunities and risks. In I. Lee (Ed.), Electronic Business: Concepts, Methodologies, Tools and Applications: 290-312. Hershey: IGI.

[Reprint:] Chakrabarty, S. 2010. Strategies for business process outsourcing: An analysis of alternatives, opportunities, and risks. In K. St.Amant (Ed.), IT Outsourcing: Concepts, Methodologies, Tools, and Applications: 188-210. Hershey: IGI.

Chakrabarty, S. 2007. The journey to new lands: Utilizing the global IT workforce through offshore- insourcing. In P. Young, & S. Huff (Eds.), Managing IT Professionals in the Internet Age, 1st ed.: 277-318. Hershey: IGI.

[Reprint:] Chakrabarty, S. 2008. The journey to new lands: Utilizing the global IT workforce through offshore-insourcing. In F. B. Tan (Ed.), Global Information Technologies: Concepts, Methodologies, Tools, and Applications, Vol. 8: 3777-3803. Hershey: IGI.

[Reprint:] Chakrabarty, S. 2010. The journey to new lands: Utilizing the global IT workforce through offshore-insourcing. In K. St.Amant (Ed.), IT Outsourcing: Concepts, Methodologies, Tools, and Applications: 488-517. Hershey: IGI.

Chakrabarty, S. 2006. Making Sense of the sourcing and shoring Maze: Various outsourcing and offshoring alternatives. In H. S. Kehal, & V. P. Singh (Eds.), Outsourcing and Offshoring in the 21st Century: A socio economic perspective, 1st ed.: 18-53. Hershey: IGI.

[Reprint:] Chakrabarty, S. 2010. Making sense of the sourcing and shoring maze: Various outsourcing and offshoring activities. In K. St.Amant (Ed.), IT Outsourcing: Concepts, Methodologies, Tools, and Applications: 126-157. Hershey: IGI.

Chakrabarty, S. 2006. Real life case studies of offshore outsourced IS projects: analysis of issues and socio- economic paradigms. In H. S. Kehal, & V. P. Singh (Eds.), Outsourcing and Offshoring in the 21st Century: A socio economic perspective, 1st ed.: 248-281. Hershey: IGI.

[Reprint:] Chakrabarty, S. 2010. Real-life case studies of offshore outsourced IS projects: Analysis of issues and socio-economic paradigms. In K. St.Amant (Ed.), IT Outsourcing: Concepts, Methodologies, Tools, and Applications: 967-995. Hershey: IGI.

Conference Papers (Accepted) *Paper titles suppressed to facilitate blind-review at Journals.

Chakrabarty, S. and Wang, J. 2012. Power politics in the governance of IT outsourcing: The undermining of top IT executives. International Conference on Technology Management (ICTM) at Indian Institute of Science (IISc). Bangalore, India.
Chakrabarty, S., & Wang, L. 2012. ___________________. Academy of Management Annual Meeting. Boston, MA.
Zardkoohi, A., Bierman, L., Chakrabarty, S., & Hitt, M. A. 2012. ___________________. Academy of Management Annual Meeting. Boston, MA.
Chakrabarty, S. 2011. The influence of ownership structure on firm performance of Indian multinational companies: A conceptual framework. 2nd Indian Academy of Management (IAM) Conference at Indian Institute of Management (IIM) Bangalore. Bangalore, India.
Chiaburu, D. S., Chakrabarty, S., & Li, N. 2011. ___________________. Academy of Management Annual Meeting. San Antonio, TX. [Best Paper Proceedings]
Zardkoohi, A., Chakrabarty, S., & Bierman, L. 2010. ___________________. Academy of Management Annual Meeting. Montreal, Canada.
Zardkoohi, A., Hitt, M. A., Bierman, L., & Chakrabarty, S. 2009. ___________________. Annual Conference on the Professions: Future(s) of Professional Services, at Harvard Law School. Cambridge, MA.
He, X., & Chakrabarty, S. 2009. A transaction cost perspective of the Chinese multinational boom. 3rd China Goes Global Conference at Harvard University. Cambridge, MA. [Best Paper Award]
He, X., & Chakrabarty, S. 2008. Entrepreneurial competition for structural hole: An entrepreneurial use-compete-acquire theory. Academy of Management Annual Meeting. Anaheim, CA.
He, X., & Chakrabarty, S. 2008. The Impact of internationalization, foreign investors and financing mode on Chinese MNE performance. Academy of Management Annual Meeting. Anaheim, CA.
Chakrabarty, S., & Whitten, D. 2007. A relationship as a resource view: Integrating the relational view with the resource based view, Academy of Management Annual Meeting. Philadelphia, PA.
Chakrabarty, S., & Woodman, R. W. 2007. ___________________. Academy of Management Annual Meeting. Philadelphia, PA.
Chakrabarty, S., Whitten, D., & Kirkman, B. L. 2007. __________________________. Academy of Management Annual Meeting. Philadelphia, PA.
Chakrabarty, S., & Whitten, D. 2007. Identity of TMT executives who govern outsourcing: Antecedent contingencies and performance implications. Strategic Management Society 27th Annual International Conference. San Diego, CA.
Chakrabarty, S., & Zardkoohi, A. 2007. Ownership forms across nations: Non-market influence of national culture, and some moderation by law enforcement. Strategic Management Society 27th Annual International Conference. San Diego, CA.
Chakrabarty, S. 2006. A conceptual model for bidirectional service, information and product quality in an IS outsourcing collaboration environment . Proceedings of the 39th Annual Hawaii International Conference on System Sciences (HICSS'06), Vol. 01: 7b. Hawaii: IEEE Computer Society.

Working Papers and Papers in Review

(to be updated)

Work cited in popular media

back to http://chakrabarty.com

© 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