Anil Gupta is the Michael D. Dingman Chair in Strategy and Entrepreneurship in the Robert H. Smith School of Business and a professor in the Department of Management and Organization. His research focuses on emerging markets, specifically China and India, frugal innovation, global strategy and organization, and corporate innovation and entrepreneurship. 

In a 2010 cover story on innovation in emerging economies, Gupta was named by The Economist as one of the world’s rising superstars. He is one of only three professors in the world to have been elected a Lifetime Fellow of the Academy of Management, Strategic Management Society and Academy of International Business.

Gupta serves as a columnist for Bloomberg Businessweek, a contributing editor for Chief Executive magazine and a contributor to Harvard Business Review’s HBR.org. His opinion pieces have also been published in The Wall Street Journal, Financial Times, Chief Executive, Daily Telegraph, China Daily and Economic Times. He has been interviewed by Harvard Business Review, The Economist, The Wall Street Journal, The Washington Post, USA Today, Forbes, BBC, CNBC, Bloomberg TV, Reuters TV, New Delhi TV and CCTV China.

Gupta is the author of Global Strategies for Emerging Asia (2012), as well as more than 70 papers in leading academic journals, and coauthor of two books on global business.

Gupta has been a consultant to many fortune 500 companies, including IBM, Marriott, First Data Corporation and Monsanto and serves as chief advisor to the China Institute, a Washington, D.C.-based research and consulting organization. He previously served as a visiting professor at Stanford University and Dartmouth College.

Title

Cited By

Year

Knowledge flows within multinational corporations

5553

2000

The interplay between exploration and exploitation

3958

2006

Knowledge flows and the structure of control within multinational corporations

2568

1991

Business unit strategy, managerial characteristics, and business unit effectiveness at strategy implementation

2384

1984

Knowledge management's social dimension: Lessons from Nucor Steel

1192

2000

Linking control systems to business unit strategy: impact on performance

1119

1985

The quest for global dominance: Transforming global presence into global competitive advantage

931

2008

Cultivating a global mindset

920

2002

Impact of agency risks and task uncertainty on venture capitalist–CEO interaction

635

1994

SBU strategies, corporate-SBU relations, and SBU effectiveness in strategy implementation

592

1987

Determinants of venture capital firms' preferences regarding the industry diversity and geographic scope of their investments

577

1992

Resource sharing among SBUs: Strategic antecedents and administrative implications

542

1986

Innovation at and across multiple levels of analysis

539

2007

Perceived trustworthiness within the organization: The moderating impact of communication frequency on trustor and trustee effects

522

2003

Organizing for knowledge flows within MNCs

513

1994

Contingency linkages between strategy and general manager characteristics: A conceptual examination

492

1984

Building an effective global business team

453

2001

Knowledge spillovers and the assignment of R&D responsibilities to foreign subsidiaries

418

2004

Trust within the organization: Integrating the trust literature with agency theory and transaction costs economics

412

1999

Conducting and integrating strategy research at the international, corporate, and business levels: Issues and directions

377

1995

Maryland Smith and upGrad Launch Data Science and Business Analytics Certificate Program

Maryland Smith is launching a nine-month, online Data Science and Business Analytics Certificate Program for technical and non-technical professionals.
03-Dec-2021 07:05:31 AM EST

“India is the world’s fastest-growing large economy, and if an investor bets in India, it will pay off in a really big way. Other than the U.S. and China, India is the only country where one can create companies as big as Amazon, Alibaba or Uber,” says Anil K. Gupta, professor in strategy, globalization and entrepreneurship at the University of Maryland and author of Getting China and India Right.

- Led by Alibaba Group, More Chinese Investment Continues To Flow Into Indian Startups

“Uber in India, they’re talking about investing between $1-2bn more in the next couple of years. They’re going to invest $2bn in China. And Uber is neither the number one player in India nor in China. Their local competitors are as strong, and they’re investing billions of dollars. The Uber phenomenon in India is now going not just at the level of cars, but at the level of motorbikes and three-wheelers and so on. So we have to see what is the impact of these technologies in terms of the efficiency with which things happen.”

- The rise, fall and future of the cleantech industry

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