Girish’s research interests include open innovation, social networks, new product development, and inter-firm relationships. His research has appeared in Journal of Marketing, Marketing Science, Journal of Marketing Research, Management Science and The Journal of the Academy of Marketing Science. He is an editorial review board member at The Journal of Marketing Research, The Journal of the Academy of Marketing Science and Customer Needs and Solutions. He teaches the MBA Marketing Core course at the Kelley School of Business. Before joining academia, he worked as an Customer Relationship Manager at Pramati Technologies Pvt. Ltd., an enterprise infrastructure software vendor, setting up and managing their sales office in Bangalore, India. He was a graduate summer intern at Coca Cola India Pvt. Ltd., in Surat, India.
Industry Expertise (2)
Areas of Expertise (4)
Smeal Doctoral Dissertation Award
3M Faculty Fellowship
2014 - current
Peter Liberti and Judy D. Olian Scholarship
ISBM Business Marketing Doctoral Fellow
ISBM Doctoral Dissertation Award
David T. Wilson Scholarship
2005 - 2006
ISBM Scholarship, Penn State University
2005 - 2007
AMA Doctoral Consortium Fellow, University of Connecticut
Paul F. Anderson Scholarship
2004-05, July 2010
Haring Symposium Fellow, Indiana University
Smeal Small Research Grant from the Dean's Office
Best Candidacy Exam Performance, Penn State University
The Pennsylvania State University, Smeal School of Business: Ph.D., Business Administration 2008
Indian Institute of Management: Post Graduate Diploma, Business Administration 2001
Osmania University: B.S., Mechanical Engineering 1999
Media Appearances (1)
Carvana expands to Indy, aims for online used-car market
Girish Mallapragada, an assistant professor of marketing in the Kelley School of Business at Indiana University, said he wasn’t surprised at Carvana’s success. People increasingly want things online and are becoming more comfortable with making big-ticket purchases via the internet...
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.
A growing trend in improving innovation outcomes is to go outside the firm’s boundaries. One mechanism by which firms extend organizational boundaries is through franchising their channels. Yet, the effects of franchising on innovation outcomes have been overlooked in the literature. We propose that a firm’s emphasis on franchising will affect its organizational innovativeness, conceptualized as product and process innovativeness, independently and with other firm characteristics— franchising experience, firm size, financial leverage, and slack resources. We find support for our hypotheses using a non-linear seemingly unrelated regression model estimated using panel data from 38 US restaurant chains between 1992 and 2005. The positive effect of the emphasis on franchising on product innovativeness is stronger for firms with high financial leverage, but weaker for firms with high slack resources. For process innovativeness, the effect is stronger for firms with high financial leverage but weaker for large firms, and for firms with high franchising experience and high slack resources. The findings indicate that a firm’s emphasis on franchising has contingent effects on product and process innovation outcomes. Thus, franchising emerges as a competing mechanism (to alliances and joint ventures) that extends organizational boundaries and affects organizational innovativeness.
Understanding factors that influence online shopping and managing consumer relationships is not a trivial task for firms, considering the many pertinent factors that influence behavior, including the product being shopped (i.e., the “what”) and the context of the website itself (i.e., the “where”). This study investigates the impact of these characteristics on an online transaction’s basket value, after incorporating the role of other aspects of the browsing process including page views and visit duration. The authors estimate a multivariate mixed-effects Type II Tobit model with a system of equations to explain variation in shopping basket value, using data involving 773,262 browsing sessions resulting in 9,664 transactions across 43 product categories from 385 unique websites. The results support the assertions that contextual factors are associated with online browsing. For example, a website’s scope in terms of product variety is associated positively with visit durations and basket values but negatively with page views. Furthermore, a website’s communication functionality is positively associated with basket value for hedonic products. Insights suggest managerial implications involving product and website strategies for online retailers.
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.
To manage marketing channels, subsidiaries of multinational corporations (MNCs) must balance headquarters’ (HQ) mandates with the local realities of the foreign markets. The performance implications of subsidiary–distributor relationship efforts thus are contingent on the HQ–subsidiary relationship. Drawing on marketing channels, economics, and organization theory literatures, the authors (1) describe the complex performance properties of output and process control mechanisms that MNC subsidiaries deploy to manage foreign distributors and (2) conceptualize the HQ–subsidiary nexus along three attributes that should moderate the performance effects of control mechanisms: task coordination – HQ’s central coordination of processes across subsidiaries; subsidiary decision involvement – two-way communications and consensual decision making between HQ and subsidiary; and relational disharmony – extent of HQ–subsidiary conflict. The authors test the hypotheses using field data from German and Japanese MNCs in the United States, and Bayesian models that account for measurement error, endogeneity in the control mechanisms, heterogeneity in country-of-origin, and nonlinear and interactive terms for the latent constructs. The results demonstrate the importance of the HQ–subsidiary relationship for managing subsidiary–distributor relationship.