Navigating Academia and Strategy: Insights from an Accidental Academic

Can you describe your journey and motivation towards pursuing a career in academia, particularly in the field of strategic management?

In one word, the answer to this question would be serendipity. Honestly, I never planned or aspired to pursue a career in academia. Casually, I applied for the post of lecturer in an engineering college. They offered me the job, and I joined academia. On a lighter note, I am an accidental academician. Moving from an engineering college to a business school to pursue an FPM in management is another interesting story, and it was also a serendipitous move. Interestingly, I joined the OB area at IIM Calcutta, and Strategy was my minor area. During the coursework, I developed a keen interest in the domain of Strategic Management. Consequently, my Ph.D. topic was more aligned with the Strategy domain, and I started the second round of my academic career as a Strategy faculty.

In what ways have your interactions with scholars and researchers at prestigious conferences informed your teaching philosophy?

Generally, prestigious conferences are academic in nature and not much related to teaching. Some conferences now have a teaching track, but these tracks are not the primary focus of any reputed conference. However, I have an interesting anecdote to share. During my initial years of teaching, I attended the Academy of Management Conference, where I met Prof. Pankaj Ghemawat, a stalwart in the domain of International Business. I was a great fan of his writings and research, so I approached him and politely mentioned that I teach International Business and use his book and case studies for my course. Surprisingly, he asked me to show him my course outline. I showed him my outline and a few PowerPoint presentations. He quickly glanced through them and smiled at me. Next, he shared his outline and a few teaching materials and asked me to go through them. I was so surprised that I could not even convey my thanks to him. So, my takeaway from this interaction was humility.

Can you discuss a specific research project or publication that you are particularly fond of, and explain its significance?

Over the last few years, in addition to traditional management research, I have ventured into the domain of social media analytics, employing various machine learning algorithms to unravel societal opinions. We worked on multiple projects, ranging from the political orientation of social media users to sensitive topics like the #MeToo movement, and this journey was an eye-opener. Recommendation algorithms on social media platforms quickly decipher our interests, leading us to consume similar types of content repeatedly. Consequently, we start believing in these contents and create our echo chambers. However, a rigorous analysis of large-scale social media data reveals the diversity of opinions and the alarming levels of hatred and toxicity on controversial or debatable topics. So, coming back to your question, the societal significance of these findings is indeed quite alarming.

What emerging trends or developments do you foresee in the field of strategic management over the next decade?

Traditionally, management literature has revolved around the shareholder paradigm, with its roots in Anglo-Saxon economies. The core question across subjects has been: How to maximize shareholder value? In other words, the primary objective of an organisation has been to make profits without violating the law or regulations. However, there is a growing concern about corporate irresponsibility, which has triggered the need for responsible organisations to address pressing environmental and social concerns. Therefore, topics such as sustainability and corporate social responsibility will become central not only in the domain of strategic management but across all management disciplines.

What would be your advice to your students who aspire to be global leaders one day?

It is difficult to provide a generic answer, but staying relevant is the key. For example, a decade or two ago, 80% of management cases in business schools used to focus on manufacturing sectors. However, the rise of digital platforms has reshaped competitive dynamics, requiring new approaches. Global behemoths like Google and Amazon demonstrate winner takes it all, and network effects or increasing returns is becoming the new normal. Consequently, we need to discuss these concepts to analyse platform strategies today. Therefore, in short, it is essential to remain open and adaptive to new ideas and knowledge. Learning beyond business schools by being a keen observer of business as well as geopolitical dynamics is the way forward for tomorrow’s business leaders.