Photo of Jitendra Singh

Jitendra Singh

Saul P. Steinberg Professor of Management

Research Interests: developing firm capabilities, indian business leadership, organizational change, organizational evolution

Contact Information

Address: 2207 SH-DH, 3620 Locust Walk, Philadelphia, PA 19104
Email: singhj@wharton.upenn.edu
Office: (215) 898-6605
Office Fax: (215) 898-0401

Overview

Education

PhD, Stanford University, 1983; MA, Stanford University, 1982; MBA, Indian Institute of Management, Ahmedabad India, 1975; BS, Lucknow University, India, 1972

Recent Consulting

Emcure Pharmaceuticals, Pune, India, 2003-2006.

Academic Positions Held

Dean & Shaw Foundation Chair, Professor of Strategy, Management and Organization, Nanyang Business School, & Member, University Cabinet, Nanyang Technological University, Singapore, 2007-2009. Wharton: 1987-present. (Vice Dean for International Academic Affairs, 1998-2003; Joseph Wharton Term Associate Professor of Management, 1987-92; Director, Emerging Economies Program, 1996-99). Previous appointment: University of Toronto. Visiting appointment: Singapore Management University, Kellogg Graduate School of Management, Northwestern University, University of Paris-Dauphine, France

Professional Leadership

Editorial Review Board, Organization Science, 1988-present; Editorial Board, Strategic Management Journal, 1994-present; Editorial Board, Strategic Organization, 2001-present.

Corporate and Public Sector Leadership

Member, Board of Directors, & Chairman, Management Policy Advisory Committee, SPRING Singapore (www.spring.gov.sg), 2008-2010; Member, Board of Governors, SAFTI Military Academy, Singapore (www.mindef.gov.sg/safti/), 2008-2009; Member, Committee for the Development of the Accounting Sector in Singapore & Chairman, Education Working Group, 2009.

Research


  • Jitendra Singh (2010), "Chance Encounters, Ecologies of Ideas and Career Paths." In Kaye Schoonhoven and Frank Dobbin (eds.),, Research in the Sociology of Organizations, Organizational Studies: The Stanford Legacy, 1970-2000, forthcoming.
  • Jitendra Singh, Peter Cappelli, Harbir Singh, Michael Useem, The India Way: How India’s Top Business Leaders are Revolutionizing Management, Harvard Business Press (2010).  Related Materials
  • Peter Cappelli, Harbir Singh, Jitendra Singh, Michael Useem (2010), "Leadership Lessons From India", Harvard Business Review, 90-97.  Abstract
  • Jitendra Singh, R. Ramamurti, (ed.), Emerging Multinationals from Emerging Economies (2009).
  • J Baum, Jitendra Singh, Evolutionary Dynamics of Organizations (1994).
  • Jitendra Singh, ed., Organizational Evolution: New Perspectives (1990).

In The News

Knowledge @ Wharton

Courses

Current

  • MGMT736 - Inside Indian Business

    This course is designed to provide an understanding of environmental influences on business decision making and operation, including differences in the nature of product demand, cost structure, company size, market competition, and public product factors which influence specific decisions and place limits on the flexibility of production, marketing and financial policies. Emphasis is placed on the economic characteristics of particular industries. *Note: Not currently scheduled.

    MGMT236401  ( Syllabus

    MGMT736401  ( Syllabus

  • MGMT773 - Managing Organizational Change

    During the last decade it has become clear that in the global economy, firms must constantly adapt to changing technological, competitive, demographic and other environmental conditions in order to survive and prosper. The importance of acquiring the knowledge and tools for changing organizations successfully cannot be overemphasized (particularly for students headed for consulting and general management careers, although not limited to them). This course focuses on specific concepts, theories and tools that can guide executives entrusted with the task of leading organizational change to successful execution. Among other topics, the course will focus on various change strategies such as leading change, managing cultural change, and mergersor acquisitions, corporate transformation, managing growth, building the customer centric organization, business process outsourcing both from client and provider perspectives, and managing radical organizational change. The perspective of the course is integrative and the focus is on successful execution.

    MGMT773001  ( Syllabus

Previous

  • MGMT736 - Inside Indian Business

    This project-oriented course focuses on Indian business. There are several themes underlying the course: the India Way, a mix of management and leadershippractices that distinguishes many Indian firms; the contemporary political economy of India; the nature of the historic economic reforms of 1991, and how established Indian firms, particularly Indian conglomerates, adapted during the 1990's to the changed competitive landscape; the explosive growth of the Indian telecommunications sector; bottom of the pyramid business model and an emphasis on both product and business model innovation; the media and entertainment industries including Bollywood; the Indian health care sector; the software services sector and the remarkable global success of several firms, and their contemporary globalization challenges; and, finally, a comparison of China and India, and the different challenges facing them. The emphasis is integrative, and the course builds upon several required first year courses in Management.

  • MGMT773 - Managing Organizational Change

    During the last decade it has become clear that in the global economy, firms must constantly adapt to changing technological, competitive, demographic and other environmental conditions in order to survive and prosper. The importance of acquiring the knowledge and tools for changing organizations successfully cannot be overemphasized (particularly for students headed for consulting and general management careers, although not limited to them). This course focuses on specific concepts, theories and tools that can guide executives entrusted with the task of leading organizational change to successful execution. Among other topics, the course will focus on various change strategies such as leading change, managing cultural change, and mergersor acquisitions, corporate transformation, managing growth, building the customer centric organization, business process outsourcing both from client and provider perspectives, and managing radical organizational change. The perspective of the course is integrative and the focus is on successful execution.