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Sendil Ethiraj
Giá máy bắn cáProfessor of Strategy and Entrepreneurship
PhD (Pennsylvania)
Giá máy bắn cáSendil Ethiraj received his PhD in Management and Strategy from The Wharton School, University of Pennsylvania and was on the faculty at The Ross School, University of Michigan for over a decade before joining London Business School. His research and teaching focuses on competitive strategy in large and small corporations and has spanned a variety of industries such as software products and services, semiconductor, pharmaceutical drugs, sports, insurance, mutual funds, and airlines. Specifically, his research focuses on unpacking the implications of viewing firms as bundles of interdependent choices for strategy or decision making under complexity. Complexity is a salient managerial challenge since it hampers an efficient identification of alternatives, their ranking, and thus limits a complete understanding of the trade-offs among decisions and their performance implications.
- sethiraj@london.edu
- +44 (0)20 7000 8756
- Effects of interdependence in decisions on choice of strategy and organisation structure
- Firm heterogeneity and industry structure
- Innovation and technology strategy
2019
Fight or flight? Market positions, submarket interdependencies, and strategic responses to entry threats
Ethiraj S; Zhou M Z
Giá máy bắn cáStrategic Management Journal 2019 Vol 40:10 p 1545-1569
2018
How do firms appropriate value from employees with transferable skills? A study of the appropriation puzzle in actively managed mutual funds
Sevchenko V; Ethiraj S K
Organization Science 2018 Vol 29:5 p 755-795
2013
Do product architectures affect innovation productivity in complex product ecosystems?
Giá máy bắn cáEthiraj S K; Posen H E
Advances in Strategic Management 2013 Vol 30 p 127-166
2012
Does complexity deter customer-focus?
Ethiraj S K; Ramasubbu N; Krishnan M S
Strategic Management Journal 2012 Vol 33:2 p 137-161
The division of gains from complementarities in human-capital-intensive activity
Ethiraj S. K; Garg P
Organization Science 2012 Vol 23:3 p 725-742
2009
Hoping for A to Z while rewarding only A: Complex organizations and multiple goals
Ethiraj S K; Levinthal D
Giá máy bắn cáOrganization Science 2009 Vol 20:1 p 4-21
2008
Performance effects of imitative entry
Ethiraj S K; D H Zhu
Giá máy bắn cáStrategic Management Journal 2008 Vol 29:8 p 797-817
The dual role of modularity: Innovation and imitation
Ethiraj S K; D A Levinthal; R R Roy
Management Science 2008 Vol 54:5 p 939-955
2007
Allocation of inventive effort in complex product systems
Giá máy bắn cáEthiraj S K
Strategic Management Journal 2007 Vol 28:6 p 563-584
2005
Where do capabilities come from and how do they matter? A study in the software services industry
Giá máy bắn cáEthiraj S. K; P Kale; M S Krishnan; J V Singh
Strategic Management Journal 2005 Vol 26:1 p 25-45
2004
Bounded rationality and the search for organizational architecture: An evolutionary perspective on the design of organizations and their evolvability
Giá máy bắn cáEthiraj S. K; D. A Levinthal
Administrative Science Quarterly 2004 Vol 49:3 p 404-437
Modularity and innovation in complex systems
Giá máy bắn cáEthiraj S. K; D. A Levinthal
Giá máy bắn cáManagement Science 2004 Vol 50:2 p 159-173
The distribution of R&D effort in systemic industries: Implications for competitive advantage
Giá máy bắn cáEthiraj S K; P Puranam
Advances in Strategic Management 2004 Vol 21
Teaching portfolio
Giá máy bắn cáOur teaching offering is updated annually. Faculty and programme material are subject to change.
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Masters Degrees core courses
A key part of our Masters programmes curriculum.
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LondonCAP
LondonCAP -
Understanding Top Management
Assess how you can influence the world within and beyond your organisation in a way that gives full expression to what you stand for – personally and professionally. PROGRAMMES WITH THIS CORE COURSE
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LondonCAP
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Masters Degrees electives
Optional courses providing a deep dive into specialist areas.
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Advanced Competitive Strategy
Build a rigorous, analytical, and quantitatively grounded understanding of strategic management by learning strategy from the perspective of a strategist as an integrator on this course. An integrator has a good understanding of the different functions in an organisation, how they relate together, and how to effect changes in the organisation that tighten both internal and external consistency.This course builds on the foundation you built in your strategy core course - internal and external consistency in choices inherent in a firm's business model is at the heart of competitive advantage. PROGRAMMES WITH THIS ELECTIVE
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Incentives in Organisations
Understand how incentive regimes affect employee productivity and organisational effectiveness through both psychology and economics. Learn how and why individuals deviate from their usual rational responses to incentives. Examine subjects such as compensation, social exchanges, coordination, intrinsic and extrinsic motivation, free-riding, principal-agent models and the implications of asymmetric information and the incompleteness of contracts. The course uses models developed in micro-economics and psychology. PROGRAMMES WITH THIS ELECTIVE
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Strategy Analytics
Strategy Analytics PROGRAMMES WITH THIS ELECTIVE
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Advanced Competitive Strategy
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Strategy Core
Strategy Core
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Strategy Core
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Executive Education
Giá máy bắn cá Short programmes offering academic excellence, global focus and exceptional diversity of perspective.
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Developing Strategy for Value Creation
"Making a real difference by defining how your business operates is an extraordinary task requiring focus and action. Developing Strategy for Value Creation will equip you with creative ways to break the rules that most businesses take for granted and opportunties to develop new sources of value."
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Developing Strategy for Value Creation