Meeta Dasgupta

Prof. Meeta Dasgupta has a mix of industry and academic experience. Her corporate experience is in the area of IT Consultancy and Corporate Finance with IBM Business Consulting Services and LML Ltd. At IBM her project engagements have been in the area of implementing Oracle Financials Applications for manufacturing industries and service industries. Her doctorate in the area of Strategic Management from Management Development Institute, Gurgaon complements her graduation from Shri Ram College of Commerce, Delhi University and post-graduation (finance) from Xavier Institute of Management, Bhubaneshwar. Her doctoral work in the area of technology strategy and technological innovation, involved multiple case studies in the power distribution sector.

She has research publications in refereed national and international journals and has presented papers in conferences / doctoral colloquiums. Her research interests are in the areas of innovation management and strategies, diffusion of innovation, knowledge management leading to innovation, corporate / business strategy and competitiveness of firms. Her areas of interest for teaching include corporate/business strategy and competitiveness of firms, international business, strategic planning and implementation, specialized courses on innovation, strategic alliances and joint ventures.

Education

• Management Development Institute, Gurgaon - FPM, Strategic Management 2007 - 2010
• Xavier Institute of Management - PGDM, Finance, General Management 1993 - 1995
• Shri Ram College of Commerce - B.Com (Hons), Accountancy 1990 - 1993

Teaching

She teaches courses in the area of Strategic Management across the different programmes:

Programme: Post Graduate Diploma in Management Strategic Planning and Implementation (Corporate Strategy) – Core Course Strategic Alliances and Joint Ventures-Elective

Programme: Post Graduate Diploma in Management (Business Management) Strategic Alliances and Joint Ventures-Elective Innovation - Elective

Programme: Post Graduate Diploma in Management (Business Administration) Strategic Alliances and Joint Ventures-Elective

Programme : Fellow Programme in Management Strategic Alliances and Joint Ventures-Elective

Articles

• Dasgupta, M. and Sahay, A. (2009). IBM India – Gaining Foothold, Vilakshan, March, pp.141-159
• Dasgupta, M. and Gupta, R.K.(2009).Innovation in Organizations: A Review of the Role of Organizational Learning and Knowledge Management, Global Business Review, Vol.10, No.2,July-December, pp.203-224.
• Dasgupta, M., Sahay, A. and Gupta, R.K. (2009). The Role of Knowledge Management in Innovation, Journal of Information and Knowledge Management, Vol.8, No.4, pp.317-330.
• Dasgupta, M. and Sahay, A. (2011). Barriers to Diffusion of Innovation: An Empirical Study in India. International Journal of Indian Culture and Business Management, Vol.4, No.3, pp.325-346
• Dasgupta, M. (2011). Linking technological innovation, technology strategy and organizational factors: A Review. Global Business Review, Vol.12, No.2, pp. 257-277.
• Dasgupta, M. (2012). Creating Value: A Balanced Perspective. International Journal of Indian Culture and Business Management, Vol.5, No.6,pp. 613-626
• Dasgupta, M. and Atmanand (2013).Efficiency in Indian Electricity Distribution through Technological Innovation. International Journal of Indian Culture and Business Management, 6(4), pp.477-490
• Sahay, A., Gupta, R.K. and Dasgupta, M. (2013). Proposing Typology of Technology Strategy for Technological Innovation. Metamorphosis , Vol.10, No.2, pp. 48-69.
• Dasgupta, M. and Gupta, R.K. (2013).Technological Innovation and Technology Strategy: A Public-Private Comparison in Indian Power Distribution, International Journal of Logistics Systems and Management, 14(4), pp.426-446.
• Dasgupta, M. (2013). Exploring the Role of Technology Strategy in Technological Innovation through Mixed Methods Research, International Journal of Business Competition and Growth, 3(1), 67-88.
• Dasgupta, M. and Gupta, R.K. (2014). Technological Innovation and Technology Strategy: Proposing an Interface, International Journal of Business Excellence, Vol.7, No.2, pp.129-147
• Dasgupta, M. (2014). Unveiling technology strategy for technological innovation, International Journal of Innovation and Technology Management, 11(6), 1450041-1450073.
• Dasgupta, M. (2015). Role of Middle Managers in Strategic Decisions: A Triad Perspective, International Journal of Indian Culture and Business Management, Vol.10, No.3, pp. 253-266.
• Dasgupta, M. (2015).Exploring the Relevance of Case Study Research, Vision, Vol.19, No.2, pp.147-160.
• Dasgupta, M. (2015). Middle level managers and strategy :exploring the influence of different roles on organisational performance, Journal of General Management, Vol.41, No.1, pp.25-43
• Dasgupta, M. (2015). Middle Level Managers and Strategy : A Mixed Methods Approach to Public Private Comparison, International Journal of Management and Enterprise Development, Vol.14, No.4, 307-325.
• Dasgupta, M. (2016). Service Innovation in Practice : Drivers and Enablers, International Journal of Management Concepts and Philosophy, Vol.9, No.3, pp.255-270
• Dasgupta,M. (2018). Value Innovation : For and With Customers, International Journal of Indian Culture and Business Management, Vol.16, No.3, 264-286
• Dasgupta, M. (2018). Driving innovation through strategic alliances: A framework, International Journal of Strategic Business Alliances, Vol.6, No.3, 130-147
• Dasgupta,M. & Prashar,A.(2019). Does parental co-creation impacts perceived value? A mixed-method study in Indian elementary educational innovations, Vision, 1-11, DOI: 10.1177/0972262919858268
• Dasgupta,M.(2019). Business model innovation : Responding to volatile business environment in the Indian Banking Industry, Journal of Asia Pacific Business, Vol.20,No.4,260-280
• Dasgupta, M.(2020). Linking unlearning with learning for performance in an era of disruption, International Journal of Business Excellence, DOI 10.1504/IJBEX.2020.10027355
• Dasgupta,M. (2021). Sustainable innovation initiatives by small and medium enterprises: a systematic literature review, Journal of Small Business & Entrepreneurship
• Venkatesh,V.C., Dasgupta,M., Prashar,A. & Andersen T.J. (2021). Dealing with surprise attacks: decomposing ERM as a dynamic capability to handle crisis, Journal of Small Business and Enterprise Development, https://doi.org/10.1080/08276331.2021.1898177
• Lahiri, S., Dasgupta,M. & Tapasvi, S.K. (2021). Product development and innovation: dynamic capabilities in base of the pyramid off-grid energy market in India, International Journal of Indian Culture and Business Management, 23(1), 23-45

Training

Some of the organizations for whom trainings have been conducted are:

• Bharat Electronics Ltd.
• IBM Daksh
• Indian Oil Corporation Ltd.
• Bharat Electronics Ltd.
• C.K. Birla Group
• ONGC
• MSETCL
• BSES, Yamuna
• Canara Bank
• Oriental Bank of Commerce
• NBI Nepal
• Gas Authority of India Ltd.
• Armed Forces
• Punjab & Sind Bank