Areas of Expertise

Open Innovation, Social Networks, Marketing Strategy, Technology Management

Academic Degrees

• PhD in Business Administration, Smeal School of Business, The Pennsylvania State University, 2008
• Post Graduate Diploma in Business Administration, Indian Institute of Management, 2001
• BS in Mechanical Engineering, Osmania University, 1999

Professional Experience

• Associate Professor of Marketing, Indiana University, 2018–Present
• Assistant Professor of Marketing, Indiana University, 2011-2018
• Assistant Professor of Marketing, Kenan-Flagler Business School, The University of North Carolina at Chapel Hill, 2007-2011
• Area Sales Manager, Pramati Technologies, India, 2001-02
• Graduate Summer Intern, Sales, Coca-Cola India Pvt. Ltd., 2000

Awards, Honors & Certificates

• Weimer Faculty Fellowship, 2020 - current
• Eli Lilly and Company Faculty Fellowship, 2018 - 2020
• 3M Faculty Fellowship, 2014 - 2017
• Smeal Doctoral Dissertation Award, 2006
• Peter Liberti and Judy D. Olian Scholarship, 2006
• ISBM Business Marketing Doctoral Fellow, 2005
• ISBM Doctoral Dissertation Award, 2005
• David T. Wilson Scholarship, 2005-06
• ISBM Scholarship, Penn State University, 2005-07
• AMA Doctoral Consortium Fellow, University of Connecticut, 2005
• Paul F. Anderson Scholarship, 2004-05, July 2010
• Haring Symposium Fellow, Indiana University, 2004
• Smeal Small Research Grant from the Dean's Office, 2004
• Best Candidacy Exam Performance, Penn State University, 2004
• Smeal Scholarship, 2002

Selected Publications

• Mallapragada, G., Gupta, A., and Josephson, B. (2022). The impact of social capital and transaction efficacy on salesperson performance. Production and Operations Management, 31(9), 3525-3542.
• Herd, K., Mallapragada, G., and Narayan, N. (2022). Do Backer Affiliations Help or Hurt Crowdfunding Success? Journal of Marketing, 86(5), 117–134.
• Borah, S., Mallapragada, G., Bommaraju, R., Venkatesan, R., and Thongpanl, T. (2022). Interfirm Collaboration and Exchange Relationships: A Research Agenda for Future Research. International Journal of Research in Marketing, 39(2), 603-618.
• Fossen, B., Mallapragada, G., and De, A. (2021). Impact of Political Television Advertisements on Viewers’ Response to Subsequent Advertisements. Marketing Science, 40(2), 305-324.
• Srinivasan, R., Wuyts, S., and Mallapragada, G. (2018). Board Interlocks and New Product Introductions. Journal of Marketing, 82(1), 132-148.

  Abstract

  Abstract

  Firms’ boards of directors affect many strategic outcomes. Yet the impact of boards on new products, a key organizational adaptation mechanism, has been overlooked. Addressing this gap, the authors consider the effect of the firm's board interlock centrality, the extent to which board members are connected to boards of other firms, on its new product introductions. They propose that board interlock centrality provides firms access to market intelligence, creating opportunities to introduce incremental new products. Applying the motivation-opportunity-ability theory, the authors propose that two aspects of board leadership moderate this relationship: internal (vs. external) leadership and marketing leadership. They test the hypotheses using a panel of publicly listed U.S. consumer packaged goods firms, in which most new products are incremental innovations. As hypothesized, board interlock centrality increases new product introductions. This effect is stronger when firms have high internal leadership, internal marketing leadership, and a marketing CEO; it is weaker with high intra-industry external leadership. The findings highlight the unexpected role of board interlocks on innovation outcomes and advance the literature on marketing leadership, board interlocks, and social networks.

• Mallapragada, G., and  Srinivasan, R. (2017). Innovativeness as an Unintended Outcome of Franchising: Insights from Restaurant Chains. Decision Sciences, 48(6), 1164-1197.
• Mallapragada, G., Lahiri, N., and Nerkar, A. (2016). Peer Review and Research Impact. Customer Needs and Solutions, 3(1), 29-41.

  Abstract

  Abstract

  In academia, citations received by articles are a critical metric for measuring research impact. An important aspect of publishing in academia is the ability of the authors to navigate the review process, and despite its critical role, very little is known about how the review process may impact the research impact of an article. We propose that characteristics of the review process, namely, number of revisions and time with authors during review, will influence the article’s research impact, post-publication. We also explore the moderating role of the authors’ social status on the relationship between the review process and the article’s success. We use a unique data set of 434 articles published in Marketing Science to test our propositions. After controlling for a host of factors, we find broad support for our propositions. We develop critical insights for researchers and academic administrators based on our findings.

• Mallapragada, G., Chandukala, S., and Liu, Q. (2016). Exploring the Effects of What (Product) and Where (Website) Characteristics on Online Shopping Behavior. Journal of Marketing, 80(2), 21-38.
• Mallapragada, G., Grewal, R., Mehta, R., and Dharwadkar, R. (2015). Virtual Interfirm Relationships: Examining Heterogeneity in the Effects of Dependence Structures on Relational Outcomes. Journal of the Academy of Marketing Science, 43(5), 610-628.
• Grewal, R., Kumar, A., Mallapragada, G., and Saini, A. (2013). Efficacy of Channel Control Mechanisms in Foreign markets: The Role of Multinational Corporations’ Global Strategies and the Host Country Environment. Journal of Marketing Research, 50(3), 378-398.
• Grewal, R., Chandrasekharan, M., Johnson, J. L., and Mallapragada, G. (2013). Environments, Unobserved Heterogeneity, and the Effect of Market Orientation on Outcomes for High-Tech Firms. Journal of the Academy of Marketing Science, 41(22), 206-233.
• Mallapragada, G., Grewal, R., and Lilien, G. (2012). User-Generated Open Source Products: Founder’s Social Capital and Time-to-Market. Marketing Science, 31(3), 474-492. 
• Grewal, R., Lilien, G., and Mallapragada, G. (2006). Location, Location, Location: How Network Embeddedness Affects Project Success in Open Source Systems. Management Science, 52(7), 1043-1056.

  Abstract

  Abstract

  The community-based model for software development in open source environments is becoming a viable alternative to traditional firm-based models.  To better understand the workings of open source environments, we examine the effects of network embeddedness--or the nature of the relationship among projects and developers--on the success of open source projects.  We find that considerable heterogeneity exists in the network embeddedness of open source projects and project managers.  We use a visual representation of the affiliation network of projects and developers as well as a formal statistical analysis to demonstrate this heterogeneity and to investigate how these structures differ across projects and project managers.  Our main results surround the effect of this differential network embeddedness on project success.  We find that network embeddedness has strong and significant effects on both technical and commercial success, but that those effects are quite complex.  We use latent class regression analysis to show that multiple regimes exist and that some of the effects of network embeddedness are positive under some regimes and negative under others.  Our findings show that different aspects of network embeddedness have powerful but subtle effects on project success and suggest that this is a rich environment for further study.

Edited on September 13, 2024