Arvind Bhambri specializes in strategic change, competitive strategy, global business development, and leadership. He has twice received the Golden Apple Award for MBA instruction. In a 2008 special report on executive MBA programs by the Wall Street Journal, Professor Bhambri was profiled as one of fourteen best EMBA professors worldwide. In 2009, he received the Evan C. Thompson Award for Learning and Teaching Innovation. Professor Bhambri has served on on the faculty of the Getty Museum Leadership Institute, Bocconi University, University of Hawaii’s Advanced Management Program, and the Owner Managed Business Institute in Boston.
Arvind Bhambri
Affiliate Research Scientist
DBA, Harvard University
MM, Indian Institute of Management
BTech, Maharaja Sayajirao University
MM, Indian Institute of Management
BTech, Maharaja Sayajirao University
Recent Research
4-D Theory of Strategic Transformation: When New CEOs Succeed and Fail
Larry Greiner, Thomas Cummings, and Arvind Bhambri discuss how there is no honeymoon for most new CEOs these days. Instead, they are challenged immediately by their boards to make major changes and improve financial performance. Entering with strong mandates for change, new CEOs frequently launch strategic transformation initiatives.
A Conditional Theory of CEO Intervention and Strategic Change
According to Arvind Bhambri and Larry Greiner, research reveals that new CEOs frequently intervene to attempt major strategic change but, on average, make a minimal impact on the economic performance of their organizations.
New CEO Intervention and Dynamics of Deliberate Strategic Change
Larry E. Greiner and Arvind Bhambri state that growing evidence in the executive succession literature and the business press makes clear that many new CEOs attempt to introduce strategic change upon entering their jobs.