Sruthi Thatchenkery is an Assistant Professor of Strategy and Entrepreneurship in the School of Management. She received her PhD in Management Science and Engineering from Stanford University.
Her research sits at the intersection of competition and innovation, with a particular focus on how firms perceive their competitive environment and the ensuing implications for firm strategy and innovation. Her work also has implications for policy, such as whether antitrust interventions in platform industries can curb the power of dominant platforms and prompt innovation. Coverage of her most recent paper on perceptual competition networks can be found here.
Sruthi’s research has been published in Academy of Management Journal and Organization Science. Her work has earned her recognition as a finalist for the Research Methods Award from the Strategic Management Society, winner of the Best Paper in Innovation and Entrepreneurship Award from the Industry Studies association, and runner-up for the Rising Star Award from the Industry Studies Association. Her dissertation was the winner of the Wiley Blackwell Outstanding Dissertation Award from the Strategic Management Division of the Academy of Management, a finalist for the Technology & Innovation Management Dissertation Award from the Academy of Management, and a runner-up for the Industry Studies Association Dissertation Award.
Prior to her academic career, Sruthi worked in economic consulting in Washington DC, specializing in antitrust and intellectual property litigation.
Sruthi’s research sits at the nexus of innovation, learning, and competition, and broadly examines how firms engage with their external environment. One stream focuses on the link between competition – especially the firm’s perception of competition – and innovation, with policy implications for competition regulation in tech industries. A second stream, closely linked to the first, examines what creates differences in how firms perceive their competitive environment and the consequences of those differences for firm strategy. Finally, a third stream examines how firms can best engage with another key stakeholder in their external environment, i.e. users. She consistently focuses on technology-intensive industries as empirical settings and have studied both established and entrepreneurial firms.