Jay Anand

Professor of Corporate Strategy and International Business Fisher College of Business, The Ohio State University

Prior to joining the Fisher faculty, Jaideep (Jay) Anand taught at the University of Michigan, INSEAD, HEC Paris, NYU-Stern, Ivey, and Wharton. He is a research fellow and faculty associate at the William Davidson Institute, University of Michigan, for the study of emerging economies. His interests include corporate growth, mergers and acquisitions, joint ventures and strategic alliances, international strategies, and strategy implementation. Anand’s research has been widely published in business press and academic journals and presented at research conferences around the world. He has also authored many popular case studies, which have appeared in popular textbooks on strategy and international business. Anand is a member of the editorial boards of Strategic Management Journal, Organization Science, Journal of International Business Studies, Global Strategy Journal, and Journal of Management Studies. Anand consults and conducts executive education programs with companies all over the world and has worked in more than a dozen countries. He has appeared on ABC and CBS TV News, and Summit Business TV, and popular media in several countries have referenced his work. Anand has received numerous awards for teaching and contribution to management knowledge, including the Pace Setters Research Award. He has been selected for inclusion in Who’s Who in America since 2006. Anand earned a Bachelor of Technology in Mechanical Engineering from the Indian Institute of Technology, New Delhi, India, and a master’s degree and PhD from the Wharton School, University of Pennsylvania.

Content by this Author

  • Rethinking Competitive Advantage: Why Mid-Sized Businesses may have the Advantage

    Competitive advantage is the basis of the superior performance of a firm relative to its competitors. Over the last twenty years or so, the most popular explanation of competitive advantage has been based on the notion that the firm possesses something special in the form of superior resources and capabilities. In other words, firms that possess superior resources and capabilities would have a competitive advantage over their rivals in a given market, and hence they would show extraordinary profits and performance. Fellows of the NCMM, Anand and Lu, challenge this simplistic notion on the grounds that it is difficult to know which firms actually possess superior resources and capabilities until after the evidence of competitive advantage and superior performance is already in.  Read More >

In Collaboration With