Meeta Dasgupta

Associate Professor
Area Lead - Strategic Management

[email protected]


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.


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


  • 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,
  • 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


  • Dasgupta, M. and Sahay, A. (2009) Diffusion of Innovative Teaching Method: Case of The Heritage School, Asian Case Research Journal, 13(2), 275-298
  • Dasgupta, M. (2011).Enabling Excellence in Operations through Technological Innovation. Emerald Emerging Markets Case Studies, 1(2)
  • Dasgupta, M., Sahay, A. and Gupta, R.K. (2015).Transforming a State Owned Utility : The role of technology and leadership, Vikalpa, Vol.39, No.3, pp.105-131.
  • Dasgupta, M. (2014). Dr. Kalyan Banerjee's Clinic : Making a Difference (A) : Registered with The Case Centre-2014
  • Dasgupta, M. (2014).Dr. Kalyan Banerjee's Clinic : Making a Difference (B): Registered with The Case Centre-2014
  • Dasgupta, M. (2014).Face-Off: Technology Strategy Vs. Organizational Culture, Journal of Case Research, 5(1)
  • Dasgupta, M. (2014). Facebook and Whatsapp : Acquire or Ally, Ivey Publishing, 2014
  • Alaknanda, M. and Dasgupta, M. (2014).Sidhi Tribal Women's Cooperative : Leadership Succession, Ivey Publishing, 2014
  • Dasgupta, M. (2015). Bikanervala : A Never-Ending Quest to Delight Customers, Ivey Publishing, 2015
  • Dasgupta, M. (2015). CPVet, Ivey Publishing, 2015
  • Mukhopadhyay, S., Dasgupta,M. and Jaiswal, M. Oxigen : Nurturing the Mobile Payment Eco-System in India, Ivey Publishing, 2015.
  • Dasgupta, M. (2015). Case Analysis- Tata Power Delhi Distribution:Automation vs Manpower, Vikalpa,40(1)
  • Singhal, P. and Dasgupta, M. David Fighting Goliaths : The Rise of Aam Aadmi Party, The Case Centre, 2016.
  • Dasgupta, M. (2016). Saksham : Creating Wealth for Clients, Ivey Publishing.
  • Dasgupta, M. (2016). Amazon and Future Group : Rethinking the Alliance Strategy, Ivey Publishing.
  • Dasgupta, M. (2016). Reputation at risk in the global automobile industry. The Case Centre, 2016.
  • Dasgupta, M. & Iyer, S.V. (2017). Ibibo: Grow independently or sell?. Ivey Publishing
  • Dasgupta, M. (2017). Volkswagen and Tata Motora : A Strategic Alliance in India. Ivey Publishing
  • Dasgupta,M.(2017). Emerald Trail:Feeling at Home on Vacation. Ivey Publishing
  • Pradhan, B., Srivastava,R. & Dasgupta, M. (2018). Nukkad, The Chaitastic Teafe : Considering Efficacy in Growth Options, Ivey Publishing
  • Dasgupta, M. (2018). Neat and Clean Solution : The Growth Challenge. Ivey Publishing
  • Dasgupta, M.(2018). Care Unlimited : An Entrepreneurial Growth Dilemma. Ivey Publishing.
  • Dasgupta, M.(2020). Trek Bicycles : Just a Name or a Summation of Values?, Ivey Publishing.
  • Dasgupta, M. (2020). Critterati : Redefining Pet Culture, Ivey Publishing.
  • Lahiri,S., Dasgupta,M. & Tapsvi,S.K.(2021). Boond : Dynamic Capability-Creating a BOP energy market, ACRC, Hong Kong
  • Dani,V.V. & Dasgupta,M. (2021). GoBhaarati-contributing to the “Journey of Healthy Living”, Emerald Emerging Markets Case Studies
  • Pravat, S.K.& Dasgupta,M.(2021). Imaging Goa’s B2B sales dilemma: provoke or justify, Emerald Emerging Markets Case Studies
  • Dasgupta, M. (2022). The Facebook and Reliance Jio Deal, Vision, 1-12, DOI: 10.1177/09722629221074097
  • Chakraborti,J., Dasgupta,M. & Jana,B. (2022). Fingertips: how women entrepreneurs are reshaping the beauty and wellness business in India, Emerald Emerging Markets Case Study, 12(2),1-30


  • Dasgupta, M.(2020). How to navigate strategic alliances and joint ventures: A concise guide for managers, Business Expert Press.
  • Pillania,R.,Bhandari,N. & Dasgupta, M.(2016). Emerging Themes in Strategy, McGraw Hill Education (India) Private Limited

Papers Presented at Conferences

  • Knowledge Management and Innovation: A Study of Enabling Factors presented at International Conference on Managing Creativity & Innovation, IMT Ghaziabad.
  • Technological Innovation and Role of Technology Strategy: Towards Development of a Model presented at the 9th Global Conference on Business and Economics, Cambridge University, U.K.
  • Technological Innovation and Role of Technology Strategy: Study of an Indian DISCOM presented at the Consortium of Students in Management Research, IISC Bangalore.
  • Technological Innovation in the Power Distribution Sector: Role of Technology Strategy presented at 3rd Doctoral Colloquium at IIM, Ahmedabad.
  • Do Middle Level Managers Have a Role in Strategy Formulation and Implementation? Insights into An Indian Public and Private Sector Organization, GCMRM 2014- MDI Global Conference on “Managing in Recovering Markets”
  • Joint Ventures and Innovation-A Review, GCMRM-2015-MDI Global Conference
  • Corporate Restructuring: An Exploratory Study, Conference on Emerging Trends in Strategy, MDI-2016.
  • Participated – Changing Nature of Innovation, Ahmedabad University & Centre for Technology, Innovation and Economic Research, May 26-29, 2021.

FPM/ EFPM Students Guided:

  • Sanjay Goyal, Corporate Governance and Determinants of Board Performance: Towards Designing A Balanced Scorecard
  • Sandip Mukhopadhyay, Portfolio of Control in Competing Mobile Service Platforms
  • Suman Lahiri, Dynamic Capabilities Model in Rural Electrification
  • Vishnu Chandar Venkatesh, Surprise Attack: Decomposing ERM as Dynamic Capability for Handling Crisis Situation in Manufacturing SMEs
  • One of her papers, “Innovation in Organizations: A Review of the Role of Organizational Learning and Knowledge Management” published in Global Business Review was the most downloaded article in 2010 in Sage journal (of all articles published in 2009 and 2010). Her case “Amazon and Future Group: Rethinking the Alliance Strategy” published with Ivey Publishing appears in a case book Transnational Management: Text and Cases in Cross-Border Management 8, authored by Christopher Bartlett, Paul Beamish. Publisher: Cambridge University Press.


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
• BSES, Yamuna
• Canara Bank
• Oriental Bank of Commerce
• NBI Nepal
• Gas Authority of India Ltd.
• Armed Forces
• Punjab & Sind Bank