Vallabh Sambamurthy (Ph.D., University of Minnesota, 1989) is the Eli Broad Professor and Associate Dean of Outreach and Engagement. He was the Chair of the Department of Accounting and Information Systems between 2012-17. He has previously served at the business schools at University of Maryland and Florida State University. He was associated with the successful launch of the top-10 MS program in Business Analytics at the Broad College. He is a leading global expert on how firms compete in the digital economy. His work has been funded by the National Science Foundation, Financial Executives Research Foundation, and the Advanced Practices Council (APC). He has published his research in top journals such as the Management Science, Information Systems Research, MIS Quarterly, Organization Science, and the IEEE Transactions on Engineering Management.
He has served on the editorial boards of numerous journals, including MIS Quarterly, Information Systems Research, IEEE Transactions on Engineering Management, and Management. He was the Editor-in-Chief of Information Systems Research for a six year period during 2005-10. In recognition of the impacts of his scholarly work and teaching he was selected as Distinguished Fellow of the Information Systems Society at INFORMS (2011), Fellow of the Association of Information Systems (2009), and the Distinguished Alumnus of the National Institute of Technology (Tiruchirapalli, India). He has also been awarded the John D. and Dortha J. Withrow Endowed Teacher Scholar Award by the Broad College and the Excellence in Research awards by the Accounting and Information Systems Department. Recently, he received the William Beal Distinguished Faculty Award, the highest honor accorded by Michigan State University in 2014.
Sambamurthy teaches courses related to the digital business strategies and innovation in the Full-Time MBA program. He has been actively involved in executive education on current topics such as the shaping of digital business transformations, strategic alignment of IT, and the management of IT innovation in firms. He has worked as a researcher or a consultant with several Fortune 500 firms including AstraZenneca, 3M, General Dynamics, Owens Corning, Intel, Bell Atlantic, Freddie Mac, and BellSouth. His recently co-authored book, titled, Guiding the Digital Business Transformations: An Executive Agenda, provides actionable frameworks for achieving competitive advantage from information technologies.
Industry Expertise (4)
Areas of Expertise (5)
Sandra Slaughter Service Award (professional)
Association of Information Systems
William J. Beal Outstanding Faculty Award (professional)
Michigan State University
Excellence in Research Award, Accounting and Information Systems (professional)
Broad College of Business, Michigan State University. 2004 & 2011
John D. and Dortha J. Withrow Endowed Teacher Scholar Award (professional)
Broad College of Business, Michigan State University
Carlson School of Management, University of Minnesota: PhD, Management Information Systems 1989
Indian Institute of Management: MBA 1983
National Institute of Technology: BA, Mechanical Engineering 1981
2018 LSJ Great Grads: Okemos High School
Lansing State Journal online
Dr. Sambamurthy's daughter recognized
EY's $1M gift to create 'analytics collaboratory' at MSU business college
MSU Today online
“Through this unique gift, EY’s commitment advances our position as offering a top business analytics program,” said Vallabh Sambamurthy, Eli Broad professor in the Department of Accounting & Information Systems and associate dean for outreach and engagement at the Broad College.
Journal Articles (5)
J. Khuntia, T. Saldanha, S. Mithas, and Vallabh Sambamurthy
Research in operations management and information systems suggests that information technology (IT) can play an important role in managing operations that support environmentally sustainable (green) growth. Yet, few studies have empirically assessed the efficacy of green IT investments and initiatives, particularly in emerging economies such as India. This study examines the performance consequences of green IT investment and implementation in terms of energy conservation and profit impact. We analyze an archival dataset constructed from a survey of nearly 300 organizations in India, matched partially with objective data from a secondary source. We find that green IT investment is positively associated with a higher profit impact and that this association is partially mediated by a reduction in IT equipment energy consumption. In addition, we find that operations‐oriented green IT implementation is positively associated with both IT equipment energy consumption reduction and profit impact, whereas supplier‐oriented green IT implementation is positively associated only with reduction in IT equipment energy consumption. Our findings are robust to objective measures of firm‐level total income and profit after tax. We highlight opportunities for further research and discuss the implications of the study for managerial practice to encourage the implementation of green IT initiatives that promote greater environmental sustainability.
Tae Hun Kim, Matthew Wimble, and Vallabh Sambamurthy
Although prior research has frequently focused on aggregate IT capital, most firms invest in specific types with different goals. Each type of capital represents a distinct factor of a firm’s production function. Drawing on a theory-of-production framework, we disaggregate overall IT capital into specific types to examine their unique effects on firm performance over time. We categorize these IT-specific production factors into a firm’s installed personal computers for individual information access, servers for collective information access, storage capacity for information stock, and nodes for information flow. We investigate when and how each IT capital type contributes to firm performance by analyzing the 5-year panel data of 1,548 US firms. Our findings show that individual information access capital and collective information access capital have immediate effects on profitability through cost efficiency or sales growth. By contrast, information stock capital has a lagged effect on profitability. In addition, information stock capital complements individual information access capital in improving profitability, as well as contributing to sales growth and cost efficiency equivalent to firm size. These results extend the existing research on firm-level effects of IT investments by demonstrating that different IT capital effects have unique ways of affecting firm performance.
V. Venkatesh, B. Hillol and Vallabh Sambamurthy
Developing countries, such as India and China, are the fastest growing economies in the world. The successful implementation of information and communication technologies (ICTs) in these countries is likely to hinge on a set of institutional factors that are shaped by the environmental tension between two competing forces, emergent catalysts, such as new economic policies and reform programs, and traditional challenges, such as infrastructure and traditional value systems. To unearth the temporal dynamics underlying the success and failure of ICT implementations in organizations in developing countries, we conducted a two-year multimethod study of an ICT implementation at a large bank in India. Based on data collected from over 1,000 employees and over 1,000 customers, we found, relative to preimplementation levels for up to two years postimplementation, that we characterized as the shakedown phase (1) operational efficiency did not improve, (2) job satisfaction declined, and (3) customer satisfaction declined. In-depth interviews of approximately 40 members of top management, 160 line employees, and 200 customers indicated that these outcomes could be attributed to the strong influence of a set of institutional factors, such as ICT-induced change, labor economics, Western isomorphism, parallel-manual system, and technology adaptation. The interplay between these institutional factors and the environmental tension posed a formidable challenge for the bank during our study that led to the poor and unintended outcomes.
N. Saraf, K. Ruckman, and V. Sambamurthy
Information technology (IT) services vendors operate in a highly competitive but also institutional environment that render their service-line offerings mutually observable. This suggests that imitation of rivals’ decisions can be an efficient means for IT vendors when reconfiguring their service-line offerings. To explore how such imitation unfolds in this sector, we estimate a series of logistic regression models of 116 IT vendors’ service-line choices over three time periods. First, from the strategic imitation literature we identify the key imitation “referents,” which is a group of firms or a single firm with specific traits, and we test the relative influence of each referent. All of our analysis includes these referents as predictors of service-line choice. Next, we tested more nuanced models using theoretically guided subsamples as follows. One, based on information systems (IS) literature, we consider the IT vendors as embedded in three distinct “institutional spheres,” each corresponding to a knowledge domain, namely, technical, functional, and vertical industry domains. We separately examine imitation in each subsample corresponding to the three types of service lines. Two, based on strategy literature, we consider that the influence of the imitation referents differs when the choice under consideration is the addition of a new service line versus a withdrawal. Our results across all of these subsamples uncover a nuanced pattern of imitation that sometimes contrasts the full-sample results. The most prominent result is that although imitation is highly salient, the different imitation referents are not universally influential across all knowledge domains and between development versus withdrawal decisions. Specifically, the imitation of similar firms is widespread, whereas the imitation of largest firms or offering popular service-lines, which indicates bandwagon effects, are at play only selectively. This study contributes to the IS literature by laying a basis for a variety of research directions including resource spillovers and vicarious learning in IT sectors.
One-Ki Lee, Vallabh Sambamurthy, Kai Lim, and K.K. Wei
Organizational agility is a significant business capability. Though there have been numerous studies about the effects of information technology (IT) capabilities on organizational agility, there has been limited attention on the enabling effects of IT ambidexterity, namely, the dual capacity to explore and exploit IT resources and practices. We propose that IT ambidexterity enhances organizational agility by facilitating operational ambidexterity, and that the magnitude of facilitation depends on the level of environmental dynamism. We test these relationships utilizing data from a large-scale, matched-pair field survey of business and IT executives. The results confirm that a firm’s IT ambidexterity does enhance its organizational agility through the mediated effects of operational ambidexterity, and that the dynamism of a firm’s environment affects these relationships.