Professor Balaji S. Chakravarthy
Strategy Leadership and Execution
Strategy Leadership and Execution
Balaji S. Chakravarthy is Professor of Strategy Leadership and Execution. He held the Shell Chair in Sustainable Business Growth at IMD from 2003 to 2012. Professor Chakravarthy’s research, teaching and consulting interests cover three related areas: managing the global enterprise (with a focus on companies from BRIC countries), strategies for sustainable business growth and their execution, and mastering leadership dilemmas.
He has published four books, several case studies and numerous articles on these topics in top journals. His book, Profit or Growth?: Why you don’t have to choose, was published in 2007 by Wharton School Publishing. Bala Chakravarthy is a mechanical engineer by training and worked as an executive at Tata Motors in his native India before taking his doctorate at the Harvard Business School. He has taught at the Wharton School and INSEAD, where he was the director of its corporate renewal initiative from 1993-94. Professor Chakravarthy held the Edson Spencer Chair in Technological Leadership at the Carlson School of Management, University of Minnesota from 1994-2000.
Professor Chakravarthy is an active top management consultant and executive education specialist. He has worked with a number of leading multinationals around the world and has won numerous awards for excellence in teaching throughout his career.
Bala Chakravarthy has served or currently serves on the editorial boards of the Management Science, Strategic Management Journal, Long Range Planning Journal and Strategy and Leadership. He is an inaugural Fellow of the International Strategic Management Society (SMS). He also served as a member of the Board of Directors of that society from 1999-2004.
Chakravarthy, B.S. and Henderson J, “From a hierarchy to a heterarchy of strategies: Adapting to a changing context,” Management Decision, 45 (3), 2007. Winner of the Outstanding Paper Award, Emerald LiteratiNetwork, 2008.
Chakravarthy, B.S. and Lorange P, Profit or Growth? Why you don’t have to choose, Wharton School Publishing/Pearson, October, 2007. (Translated into Korean, Italian, German, Arabic, Russian and Norwegian).
Chakravarthy, B.S. and McEvily S (2006), “Knowledge Management and Corporate Renewal,” In I. Nonaka and K. Ichijo. Handbook of Knowledge Creation and Management, Oxford.
McEvily Susan K, Chakravarthy Bala (2002) “The persistence of knowledge-based advantage: an empirical test for product performance and technological knowledge,” Strategic Management Journal. Volume 23, Issue 4,Pages 285–305.
Chakravarthy Bala, Gargiulo Martin (2002) “Maintaining Leadership Legitimacy in the Transition to New Organizational Forms,” Journal of Management Studies. Volume 35, Issue 4, pages 437–456.
Chakravarthy, B.S. and White R. E. (2001), “Strategy Process: Making, Shaping and Validating Strategic Decisions,” in the Handbook of Strategy and Management, edited by A. Pettigrew, H. Thomas and R. Whittington, Sage Publications.
Chakravarthy, Bala (1997) “A new strategy framework for coping with turbulence,” Sloan Management Review. Cambridge, Mass. Vol. 38, Issue 2.
Chakravarthy B. S, Doz Yves (1992) “Strategy process research: Focusing on corporate self‐renewal,” Strategic Management Journal. Volume 13, Issue S1, Pages 5-14.
Chakravarthy B. S. (1987) “On tailoring a strategic planning system to its context: Some empirical evidence,” Strategic Management Journal. Volume 8, Issue 6, Pages 5-14.
Chakravarthy B. S. (1986) “Measuring strategic performance,” Strategic Management Journal. Volume 7, Issue 5, pages 437-458.
Chakravarthy B. S. (1984) “Strategic Self-Renewal: A Planning Framework for Today,” Academy of Management Review. Vol. 9 no. 3 536-547.
Chakravarthy B. S. (1982) “Adaptation: A Promising Metaphor for Strategic Management,” Academy of Management Review. January 1, Vol. 7 no. 1 35-44.