Research Interests: mergers and acquisitions, organizational adaptation, outsourcing, technological innovation
DBA, Harvard University, 2004
MSE, Stanford University, 1998
BS, University of Pennsylvania, 1997
BSE, University of Pennsylvania, 1997
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.
Interim Director, Jerome Fisher Management & Technology Program, 2015-2016
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
Member of Brain Trust, Digital Partners, 2002-present
Member of Advisory Council, Neel Gagan, 2000-present.
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.
R. Caiazza and Saikat Chaudhuri (2019), Explaining Emerging-Market Firms’ Acquisitions of Developed-Market Firms: A Resource Based Perspective, Trends in Food Science & Technology, 91, pp. 662-669.
Abstract: Background The recent rise of emerging-market companies’ (EMCs) acquisitions of developed-market companies (DMCs) has triggered a debate on the appropriateness of the traditional internationalization paradigm (i.e., OLI framework or internalization theory) in explaining these contemporary developments. Scope and approach We seek to help reconcile the views, by suggesting that assumptions of the existing paradigm must be adapted for the new phenomenon as the latter exhibits features inconsistent with the former's premises. We do so by offering a resource-based perspective that provides a more balanced focus on the role of both firm-specific and location-specific resources in the value creation of EMCs' acquisitions of DMCs. Key Findings and Conclusions: Applying our conditional approach, we develop and test our propositions on the distinct antecedents, processes, and outcomes of such acquisitions as a point of departure for future work.
Saikat Chaudhuri and A. Mandal (2015), Managing Complexity and Uncertainty in Offshore Outsourced New Product Development Projects, Paper given at Academy of Management Conference, Vancouver.
Rebecca Hayward, Michelle Eckert, Justin Thomas, Mickey Whitzer, Saikat Chaudhuri, Tom Fitzsimons, David Hsu, Mark Yim, Vijay Kumar (2014), The Y-Prize Competition: An Inverted X-Prize Competition for Commercializing University Research, ASME Proceedings.
Saikat Chaudhuri and A. Mandal (2014), High-Value Outsourcing: Impact of Team Structure and Capabilities on Complex and Uncertain Offshoring Projects, Paper given at Academy of Management Conference, Philadelphia.
Saikat Chaudhuri and J. Chatterjee (2013), The Impact of Offshore Outsourcing Scale, Scope, and Vendor Relationships on Firm Market Value Creation, Academy of Management Best Paper Proceedings.
Saikat Chaudhuri (2012), Capability Development Across Firm Boundaries: Comparing Offshore Outsourcing of R&D vs. IT Services, Paper given at INFORMS Conference, Phoenix.
Saikat Chaudhuri and 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: Acquirers who buy small technology-based firms for their technological capabilities often discover that post-merger integration can destroy the very innovative capabilities that made the acquired organization attractive in the first place. Viewing structural integration as a mechanism to achieve coordination between acquirer and target organizations helps explain why structural integration may be necessary in technology acquisitions despite the costs of disruption this imposes, as well as the conditions under which it becomes less (or un-) necessary. We show that interdependence motivates structural integration but that preexisting common ground offers acquirers an alternate path to achieving coordination, which may be less disruptive than structural integration.
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.
The Senior Capstone Project is required for all BAS degree students, in lieu of the senior design course. The Capstone Project provides an opportunity for the student to apply the theoretical ideas and tools learned from other courses. The project is usually applied, rather than theoretical, exercise, and should focus on a real world problem related to the career goals of the student. The one-semester project may be completed in either the fall or sprong term of the senior year, and must be done under the supervision of a sponsoring faculty member. To register for this course, the student must submit a detailed proposal, signed by the supervising professor, and the student's faculty advisor, to the Office of Academic Programs two weeks prior to the start of the term.
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. In addition to prerequisites, this course is exclusively reserved for Management and Technology students.
This course explores the role of mergers and acquisitions and alternative methods of corporate development in advancing the strategies of operating business. Emphasis is on the way companies use acquisitions to alter business mixes; seize opportunities in new products, technologies and markets; enhance competitive positioning; adjust to changing economics, and promote value-creating growth. Although the course will emphasize strategic acquisitions, it also will explore leveraged buy-outs and hostile financial acquisitions as well as their influence on corporate buyers. Please note that you must fulfill the prerequisites in order to enroll in this class.
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.
This course explores the role of mergers and acquisitions and alternative methods of corporate development in advancing the strategies of operating business. Emphasis is on the way companies use acquisitions to alter business mixes; seize opportunities in new products, technologies and markets; enhance competitive positioning; adjust to changing economics, and promote value-creating growth. Although the course will emphasize strategic acquisitions, it also will explore leveraged buy-outs and hostile financial acquisitions as well as their influence on corporate buyers. Please note that you must fulfil the prerequisites in order to enroll in this class.
The suspension of flights by Jet Airways is another casualty of price wars and flawed business models. Experts discuss how Jet could recast its model to fly again.Knowledge @ Wharton - 2019/04/25