Sasanka Sekhar Chanda is a Fellow of the Indian Institute of Management Calcutta. Sasanka’s research interests are in strategic decision-making, managerial intentionality, and complexity theory. In the Post-Graduate Program, Sasanka teaches a core course, Strategic Management II, focusing on corporate strategy and an elective course on CK Prahald’s strategic thinking. In the executive programs Sasanka teaches an elective course on Artificial Intelligence in Management and Business. In the doctoral program Sasanka teaches a course on Theory of the firm. Prior to joining academics, Sasanka was in the industry in a range of roles spanning engineering, consulting and management for a period spanning fifteen years.
I see tremendous potential for research by the genetic algorithm model given in Professor James March’s seminal (1991) paper introducing exploration and exploitation through an organizational learning metaphor. To me, it is one of the very few algorithms where the emergence of group-level characteristics—distinct from and not aggregate of individual characteristics—can be studied, particularly in the management and organization studies disciplines. Moreover, it is possible to study order creation in far-from-equilibrium situations, thereby freeing our minds to look beyond the confining stranglehold of research where obtaining equilibrium is considered the only worthwhile endeavour. For some reason or other, March’s study could not be exactly replicated all these years, stymieing its use in research. That issue is now resolved, as can be seen in #7 below. The MATLAB program replicating March (1991) is available in the appendix of my CV in this web-page. I shall be happy to help in developing understanding and developing modifications and extensions for further research.
Publications in peer reviewed journals
7. Chanda, S. S. and Miller, K. D. (Forthcoming) Replicating agent-based models: Revisiting March's exploration-exploitation study. Strategic Organization, DOI: 10.1177/1476127018815295
6. Chanda S. S., Ray S., and McKelvey B. (2018). The continuum conception of exploration and exploitation: An update to March’s theory. M@n@gement, 21(3): 1050–1079. http://www.management-aims.com/download.php?id=401&l=en&f=en_1538596574.pdf
5. Chatterjee A., Chanda S. S., and Ray S. (2018). Administration of an organization undergoing change: Some limitations of the transaction cost economics approach. International Journal of Organizational Analysis, 26(4): .691-708. DOI: IJOA-07-2017-1202 https://www.emeraldinsight.com/eprint/PFGBTPPAGSZHAJ92RNFD/full
4. Chanda S. S. (2017). Inferring final organizational outcomes from intermediate outcomes of exploration and exploitation: The complexity link. Computational and Mathematical Organization Theory, 23(1): 61–93. (https://rdcu.be/5wsj) DOI: 10.1007/s10588-016-9217-1
3. Chanda S. S., and Ray, S. (2016). Learning from Project Failure: Globalization lessons for an MNC. Thunderbird International Business Review, 58(6): 575–585. DOI: 10.1002/tie.21776
2. Chanda S. S., and Ray, S. (2015). Optimal exploration and exploitation: The managerial intentionality perspective. Computational and Mathematical Organization Theory, 21(3): 247–273. DOI: 10.1007/s10588-015-9184-y
1. Chanda S. S., and Ray, S. (2015). Formal theory development by computational simulation modelling: A Tale of two philosophical approaches. Decision, 42(3): 251–267. DOI: 10.1007/s40622-015-0096-y https://link.springer.com/article/10.1007/s40622-015-0096-y
Papers accepted in conferences
10. Chanda SS, Nargundkar R. (2019) ‘Why keep promises when contracts are incomplete?’ Asian Academy of Management Conference, Bali, Indonesia
9. Chanda S. S. (2018) ‘Corporate strategy as order creation in far-from-equilibrium conditions’. 20th Annual Convention of the Strategic Management Forum, IIM Tiruchirappalli.
8. Chanda S. S. (2018) ‘When are exploration and exploitation orthogonal constructs, when do they form ends of a continuum?’ SMS Special Conference in Hyderabad.
7. Chanda S. S. (2017) ‘Ontology and epistemology of conceptual replication of computational simulation modelling research’. Academy of Management Annual Meeting (AOM), RM Division, 2017, Atlanta, Georgia.
6. Chanda S. S. (2013). ‘Comprehensiveness in making strategic decisions: Boon or bane?’ SMS India Special conference at Mohali, India, December, 2013.
5. Chanda S. S., and Ray S. (2013). ‘Why do strategic projects fail in MNCs? A resource dependence perspective’. SMS India Special Conference at Mohali, India, December 2013.
4. Chanda S. S., and Ray, S. (2011). ‘Do managers add value in any environment?’ Journal of Management Studies (JMS) Alternative Conference, October 2011, Hong Kong, SAR.
3. Chanda S. S., Ray S., and Das R. (2011). ‘Developmental programmes, microcredit and Gandhian innovation: Pillars of a bottom of pyramid strategy?’ Strategic Management Society (SMS) Special Conference 2011, San Diego.
2. Das R., Ray S., and Chanda S. S. (2011). ‘New venture creation in a knowledge intensive industry in India: An experiment’. Strategic Management Society (SMS) Special Conference 2011, San Diego.
1. Chanda S. S., and Ray, S. (2011). ‘Generic strategies in dynamic environments’. Academy of Management Annual Meeting (AOM), BPS Division, 2011, San Antonio, Texas.