Photo of Saikat Chaudhuri

Saikat Chaudhuri

Adjunct Associate Professor of Management

Executive Director of the Mack Institute for Innovation Management

Research Interests: mergers and acquisitions, organizational adaptation, outsourcing, technological innovation

Contact Information

Address: 3463 SH-DH, 3620 Locust Walk, Philadelphia, PA 19104
Email: saikatc@wharton.upenn.edu
Office: (215) 898-6387

Overview

Education

DBA, Harvard University, 2004; MSE, Stanford University, 1998; BS, University of Pennsylvania, 1997; BSE, University of Pennsylvania, 1997.

Recent Consulting

Consult for a range of technology-based companies on acquisition and other corporate growth strategies. Provide expert witness testimony in legal cases involving technology acquisition transactions. Advised the Indian government on IT-based economic development opportunities. Speaking engagements at various corporate and industry events.

Academic Positions Held

Wharton: 2004-present

Other Positions

Consulting, Roland Berger Strategy Consultants, 2004; Corporate Development, Mannesmann AG, 1998-99; Market Research, Mannesmann AG, 1997; Consulting, McKinsey & Company, 1996; Service Quality, Citibank Privatkunden AG, 1995.

Corporate and Public Sector Leadership

Member of Brain Trust, Digital Partners, 2002-present; Member of Advisory Council, Neel Gagan, 2000-present.

Current Projects

Understanding operational drivers of performance in innovation-targeted acquisitions, based on multi-method field research with leading telecommunications, software, and other high-technology companies. Investigating challenges, effective management practices, and implications for firm boundaries of R&D and product development outsourcing projects, based on field research with leading service providers.

Research


  • Saikat Chaudhuri, J. Chatterjee (2013), The Impact of Offshore Outsourcing Scale, Scope, and Vendor Relationships on Firm Market Value Creation, Academy of Management Proceedings
  • Saikat Chaudhuri, A. Mandal (2011), High-Value Outsourcing: Managing Complex & Uncertain Offshoring Projects, Paper given at INFORMS Conference, Charlotte
  • Saikat Chaudhuri, P. Puranam (2011), Outsourcing Innovation: Organizational Models in the Offshoring of R&D Services, Paper given at Strategic Management Society Conference, Miami
  • P. Puranam, Harbir Singh, Saikat Chaudhuri (2009), Integrating Acquired Capabilities: When Structural Integration is (Un)Necessary, Organization Science    Abstract
  • Saikat Chaudhuri (2008), Measuring Absorptive Capacity: Effects of Pre-merger Internal Knowledge, Alliances, and Minority Investments on Acquisition Performance, Paper given at Strategic Management Society Conference, Cologne
  • Saikat Chaudhuri (2007), Balancing Knowledge Preservation, Transfer, and Application: Integration Strategies in Acquisitions, Paper given at Strategic Management Society conference, San Diego
  • Saikat Chaudhuri, A. Mandal (2007), Resource Allocation in Acquisitions: Tradeoffs Between Integration and Operations, Paper given at Academy of Management conference, Philadelphia
  • Saikat Chaudhuri (2006), Managing Innovation-Driven Acquisitions: Contingent Effects of Integration Strategies on Performance, Paper given at Strategic Management Society conference, San Diego
  • Saikat Chaudhuri (2005), The Impact of Complexity and Uncertainty on the Performance of Innovation-Motivated Acquisitions., Paper given at Academy of Management Conference, Honolulu,
  • Saikat Chaudhuri (2005), Managing Human Resources to Capture Capabilities: Case Studies in High-Technology Acquisitions, Managing Culture and Human Resources in Mergers and Acquisitions, G. Stahl and M. Mendenhall, eds., Stanford University Press.
  • Saikat Chaudhuri, B. Tabrizi (1999), Capturing the Real Value in High-Tech Acquisitions, Harvard Business Review  Abstract

Awards And Honors

  • Nomination, Strategic Management Society Best Conference Paper Prize, 2013
  • Nomination, Strategic Management Society Best Conference Paper Prize for Practice Implications, 2013
  • Finalist, SKOLKOVO Best Paper Award, International Management Division, Academy of Management, 2013
  • Finalist, Fundação Dom Cabral Best Paper in Strategy/IB Theory, International Management Division, Academy of Management, 2013
  • Finalist, Douglas Nigh Award, International Management Division, Academy of Management, 2013
  • Academy of Management Best Paper Proceedings, 2013
  • Finalist, H. K. M. Anvil Award for Outstanding Teaching, Graduate Division, The Wharton School, University of Pennsylvania, 2013
  • Excellence in Teaching Award, Graduate Division, The Wharton School, University of Pennsylvania, 2011
  • Excellence in Teaching Award, Undergraduate Division, The Wharton School, University of Pennsylvania, 2011
  • Finalist, H. K. M. Anvil Award for Outstanding Teaching, Graduate Division, The Wharton School, University of Pennsylvania, 2011
  • Excellence in Teaching Award, Undergraduate Division, The Wharton School, University of Pennsylvania, 2009
  • Finalist, H. K. M. Anvil Award for Outstanding Teaching, Graduate Division, The Wharton School, University of Pennsylvania, 2009
  • David W. Hauck Award for Outstanding Teaching, Undergraduate Division, The Wharton School, University of Pennsylvania, 2007
  • Excellence in Teaching Award, Undergraduate Division, The Wharton School, University of Pennsylvania, 2007
  • Recognized as Thought Leader by Cisco Systems, 2007-2011
  • Nomination, Strategic Management Society Best Conference Paper Prize (Two papers), 2006
  • Finalist, Blackwell Outstanding Dissertation Award, Business Policy & Strategy Division, Academy of Management, 2005
  • Participant at World Economic Forum’s India Economic Summit, 2000

In The News

Knowledge @ Wharton

Courses

Current

  • MGMT237 - Management of Technology

    The course is designed to meet the needs of the future managers, entrepreneurs,consultants and investors who must analyze and develop business strategies in technology-based industries. The emphasis is on learning conceptual models and frameworks to help navigate the complexity and dynamism in such industries. This is not a course in new product development or in using information technology to improve business processes and offerings. We will take a perspective of both established and emerging firms competing through technological innovations, and study the key strategic drivers of value creation and appropriation in the context of business ecosystems.

    MGMT237001  ( Syllabus

  • MGMT712 - Managing Interfirm Alliances

    This course explores the management of strategic partnerships between firms, which have surged in recent years in response to globalization, technological evolution, deregulation, shortened product life cycles, and intensified competition. Today's alliances drive corporate growth and change, and vary greatly in terms of partner type, commitment, equity investment, degree of control, between scale, and scope. They range from bilateral arrangements to ecosystems to outsourcing, often blurring traditional organizational boundaries and leading to the creation of globally distributed enterprises. In view of these contemporary developments, the objectives of the course are two-fold: (1) to arm you with a set of tools to facilitate the selection of an appropriate alliance strategy in a given situation; and, (2) to provide you with frameworks to help the initiate and implement different kinds of partnerships. The emphasis lies on strategic and organizational aspects in the formation and management of these transactions, rather than financial considerations. Alternative growth strategies to strategic alliances (e.g., acquisitions), the impact of these partnerships on competition within an industry, and regulatory constraints will also be discussed.

    In terms of its pedagogical approach, this is designed to be an interactive, applied, case-based course with accompanying conceptual readings to help structure your thinking. Given the nature of the course, we will also apply the lessons from the cases to understand the challenges and implications of relevant recent and on-going deals. In addition, guest speakers with experience in investment banking, consulting, and industry will be invited to share their perspectives. A group project is intended to give you the opportunity to apply your learning from the course to a context that is most interesting and relevant to you.

    MGMT712001  ( Syllabus

    MGMT712003  ( Syllabus

  • MGMT891 - Advanced Study Project - Strategic Management

    MGMT891002 

Previous

  • MGMT237 - Management of Technology

    The course is designed to meet the needs of the future managers, entrepreneurs,consultants and investors who must analyze and develop business strategies in technology-based industries. The emphasis is on learning conceptual models and frameworks to help navigate the complexity and dynamism in such industries. This is not a course in new product development or in using information technology to improve business processes and offerings. We will take a perspective of both established and emerging firms competing through technological innovations, and study the key strategic drivers of value creation and appropriation in the context of business ecosystems.

  • MGMT721 - Corporate Development: Mergers and Acquisitions

    This course explores the various modes of corporate development available to managers to drive firm growth and change, including alliances, outsourcing, corporate venturing, and particularly mergers and acquisitions. The objectives are three-fold: (1) to arm you with a set of tools to facilitate the selection of the appropriate growth strategy in a given situation; (2) to provide you with insights as to how to manage partnerships like alliances, outsourcing, and corporate venturing; and, (3) to develop a comprehensive framework for executing M&As, from initiation to implementation. The emphasis is on strategic and operational aspects of these transactions, rather than financial considerations. We begin by examining the different modes of corporate development, including the applicability and management approaches for each, particularly various types of partnerships. We then delve into acquisition screening and deal-making. Afterwards, we consider in detail post-merger integration. The course ends with the presentation of project work and a review of the course learnings. In terms of its pedagogical approach, this is designed to be an interactive, applied, case-based course with accompanying conceptual readings to help structure your thinking.