Photo of Rahul Kapoor

Rahul Kapoor

Assistant Professor

Research Interests: innovation, technology management and strategy, industry evolution, firm boundaries, business ecosystems

Links: CV

Contact Information

Address: 2019 SH-DH, 3620 Locust Walk, Philadelphia, PA 19104
Email: kapoorr@wharton.upenn.edu
Office: (215) 898-6458
Office Fax: (215) 898-0401

Overview

Rahul Kapoor is an Assistant Professor of Management at the Wharton School, University of Pennsylvania. In his research, Rahul explores the strategies pursued by established and emerging firms in technology-based industries. He focuses on how firms organize for innovation and manage technological and industry-level changes. His work has been published in the Academy of Management Journal, Advances in Strategic Management, Organization Science, Research Policy and Strategic Management Journal. He is a member of the editorial board for the Academy of Management Journal, Organization Science, Strategic Management Journal and Strategy Science. In 2011, Rahul was awarded the inaugural Academy of Management (TIM Division) Emerging Scholar Award. At Wharton, Rahul teaches MBA and Executive MBA courses on Competitive Strategy and Technology Strategy. Prior to joining academia, he spent over 7 years in the high-tech industry where he worked for Texas Instruments and was involved with two startups, one of which he co-founded.

Research


  • Rahul Kapoor, Thomas Klueter (Working), Decoding the Adaptability-Rigidity Puzzle: Evidence from Biopharmaceutical Incumbents’ Pursuit of Gene Therapy and Monoclonal Antibodies.  Abstract
  • Ron Adner, Rahul Kapoor (Working), Innovation Ecosystems and the Pace of Substitution: Re-examining Technology S-curves.  Abstract
  • Rahul Kapoor, Nathan Furr (2014), Complementarities and Competition: Unpacking the Drivers of Entrants' Technology Choices in the Solar Photovoltaic Industry, Strategic Management Journal    Abstract
  • Rahul Kapoor, Patia McGrath (2014), Unmasking the Interplay Between Technology Evolution and R&D Collaboration: Evidence from the Global Semiconductor Manufacturing Industry, 1990-2010, Research Policy, 43, 555 - 569.    Abstract
  • Rahul Kapoor (2013), Persistence of Integration in the Face of Specialization: How Firms Navigated the Winds of Disintegration and Shaped the Architecture of the Semiconductor Industry, Organization Science , 24 (4), 1195 - 2013.    Abstract
  • Rahul Kapoor, Joon Mahn Lee (2013), Coordinating and Competing in Ecosystems: How Organizational Forms Shape New Technology Investments, Strategic Management Journal, 34 (3), 274 - 296.    Abstract
  • Rahul Kapoor (2013), Collaborating with Complementors: What do Firms do?, Advances in Strategic Management, 30, 3 - 26.    Abstract
  • Rahul Kapoor, Ron Adner (2012), What Firms Make vs. What They Know: How Firms’ Production and Knowledge Boundaries Affect Competitive Advantage in the Face of Technological Change, Organization Science, 23 (5), 1227 - 1248.    Abstract
  • Rahul Kapoor, (2011) Collaborative Innovation in the Global Semiconductor Industry: A Report on the Findings from the 2010 Wharton-GSA Semiconductor Ecosystem Survey  
  • Ron Adner, Rahul Kapoor (2010), Value Creation in Innovation Ecosystems: How the Structure of Technological Interdependence Affects Firm Performance in New Technology Generations, Strategic Management Journal, 31 (3), 306 - 333.    Abstract
  • Rahul Kapoor, Kwanghui Lim (2007), The Impact of Acquisitions on the Productivity of Inventors at Semiconductor Firms: A Synthesis of Knowledge-Based and Incentive-Based Perspectives, Academy of Management Journal, 50 (5), 1133 - 1155.    Abstract
  • Rahul Kapoor, Ron Adner, (2007) Technology Interdependence and the Evolution of Semiconductor Lithography. Solid State Technology 50th Anniversary Issue 50(11): 51-54  

Awards And Honors

  • Second Prize, Best Paper in Innovation Management (EBS Business School and MikroFORUM), 2013
  • First runner-up, INFORMS-Industry Studies Association Best Paper Prize, 2013
  • Outstanding Reviewer Award, Business Policy and Strategy Division of the Academy of Management, 2012
  • Winner, Academy of Management Technology and Innovation Management Division Past Chairs Emerging Scholar Award, 2011
  • Best Paper Proceedings, Academy of Management Meetings, 2010
  • Finalist, Sloan Industry Studies Dissertation Award, 2009
  • Best Paper Proceedings, Academy of Management Meetings, 2008
  • Best Paper Proceedings, Academy of Management Meetings, 2005
  • Carolyn Dexter Award Nominee, Academy of Management Meeting, 2005
  • INSEAD Ph.D. Fellowship, 2004-2008
  • Nanyang Technological University Natsteel Gold Medal, 1997
  • Singapore Airlines – Neptune Orient Lines Undergraduate Scholarship, 1993-1997

In The News

Courses

Current

  • MGMT731 - Technology Strategy

    The course is designed to meet the needs of future managers, entrepreneurs, consultants 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. The course uses a combination of cases, simulation and readings. The cases are drawn primarily from technology-based industries. Note, however, that the case disucssions are mainly based on strategic (not technical) issues. Hence, a technical backgrou is not required for fruitful participation.

    MGMT731001  ( Syllabus

    MGMT731003  ( Syllabus

    MGMT731751 

Previous

  • MGMT612 - Management of Emerging Enterprises

    The management of emerging enterprises - new, small, entrepreneurial organizations - creates a range of multi-faceted challenges for the entrepreneur, whether the founder (and founding team) or the first generation of management. Establishing an emerging organization's unique business model or value proposition (not to mention its survival) is often the overriding preoccupation, but even in a new, small organization, managers need to under- stand how to develop the internal workings of a new firm, how to assess and create a strategy, and how to take into account ever-increasing globalization. While these issues are distinct, they are very much intertwined. As a result, this course will provide you with an integrated view of these challenges and show you that successful management in the 21st century requires a combination of insights drawn from economics, sociology, psychology and political economy. The course has three main parts. The first major part of the course will deal with fundamental issues of strategy, examining issues central to the long- and short-term competitive position of an enterprise.

  • MGMT731 - Technology Strategy

    The course is designed to meet the needs of future managers, entrepreneurs, consultants 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. The course uses a combination of cases, simulation and readings. The cases are drawn primarily from technology-based industries. Note, however, that the case disucssions are mainly based on strategic (not technical) issues. Hence, a technical backgrou is not required for fruitful participation.