Saul P. Steinberg Professor Emeritus of Management
Research Interests: developing firm capabilities, indian business leadership, organizational change, organizational evolution
Address: 2207 SH-DH, 3620 Locust Walk, Philadelphia, PA 19104
Office: (215) 898-6605
Office Fax: (215) 898-0401
PhD, Stanford University, 1983; MA, Stanford University, 1982; MBA, Indian Institute of Management, Ahmedabad India, 1975; BS, Lucknow University, India, 1972
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
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.
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, 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
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.
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.