Education

1998-2001 Doctor of Philosophy. Strategy, International Management, and Organizational Studies from The University of Texas at Dallas.

Dissertation: “Liability of foreignness to competitive advantage: An empirical study of multinational enterprise strategies for

negotiating the international business environment”. Chair: Dr. Stephen E. Guisinger and Dr. David L. Ford.

1990-1991 Master of Management Sciences, College of Defense Management, Osmania University, Hyderabad, India.

1989-1990 Post-graduate Diploma in Management, Indira Gandhi National Open University, New Delhi, India.

1980-1981 Master of Science, Defense Services Staff College, Wellington, University of Madras, India.

1963-1966 Bachelor of Arts, National Defense Academy, Khadakvasla, India.

Academic Work Experience

2005 to date Assistant Professor of Strategy and International Management, Old Dominion University, Norfolk, VA.

2002-2005 Assistant Professor (tenure track) International Management, Oakland University, MI

2001-2002 Visiting Assistant Professor, Strategy, International Management, and Organizational Studies,

The University of Texas at Dallas.

1998-2001 Teaching Assistant, The University of Texas at Dallas.

1991-1993 Directing Staff (Senior Instructor), Senior Command Courses, College of Combat, Mhow, India.

1986-1987 Senior Instructor, School of Artillery, Deolali, India.

1974-1977 Instructor in Gunnery, School of Artillery, Deolali, India.

Honors and Awards

· ‘Outstanding Graduate Student Teaching’ award for the Academic Year 2000-2001, The University of Texas at Dallas, School of Management.

· Awarded a merit scholarship jointly sponsored by AIB Foundation and Jagdish Sheth Foundation for the Academy of International Business, Annual Meeting in Phoenix, Arizona November 17-20, 2000.

· Elected to ‘Who is Who in American Universities & Colleges’ for the year 1998-99 “in recognition of outstanding merit and accomplishment as a PhD student at The University of Texas at Dallas”.

· ‘Chief of Army Staff Commendation’ medal in 1995 for rendering distinguished service of an exceptional order in the Indian Army.

· ‘Best Dissertation’ trophy in1991 at the College of Defense Management, Secunderabad, India.

· ‘Commandant’s Case Study Award’ in 1991 at the College of Defense Management, Secunderabad, India.

Academic / Professional Papers Published

· Sethi, Deepak, Stephen E. Guisinger, Steven E. Phelan and David Berg ‘Shift in Foreign Direct Investment Flows: A Theoretical and Empirical Analysis’. Journal of International Business Studies, 34(4), 2003, pp. 315-326.

· Sethi, Deepak and Stephen E. Guisinger, ‘Liability of Foreignness to Competitive Advantage: How Multinational Enterprises Cope with the International Business Environment’. Journal of International Management, 8 (3), 2002, pp. 223-240.

· Sethi, Deepak, Stephen E. Guisinger, David L. Ford, and Steven E. Phelan, ‘Seeking Greener Pastures: A Theoretical and Empirical Investigation into the Changing Trend of Foreign Direct Investment Flows in Response to Institutional and Strategic Factors’. International Business Review, 11 (6), 2002, pp. 685-705.

· Sethi, Deepak, ‘Liability of Foreignness to Competitive Advantage’. Financial Times: Mastering Management Online, Issue 15, December 2002.

· Sethi, Deepak and Dan Li, ‘Firm Capabilities to Keep Strategy in sync with the International Business Environment’. Southwest Review of International Business Research, 13, 2002, pp. 32-43.

· Sethi, Deepak, ‘Towards Greener Pastures: An Oligopolistic Rivalry-cum-Economic Liberalization Based Rationale for Transmigration of Investment Capital’. Southwest Review of International Business Research, 12, 2001, pp. 125-139.

· Sethi, Deepak, ‘Do Birds of a Feather Flock Together? An Analysis of Organizational Heterogeneity in the face of Conformity and Competitive Pressures’. ‘Proceedings’ of Southwest Academy of Management Conference, New Orleans, February 27-March 3, 2001, pp. 237-241.

· Sethi, Deepak, ‘Impact of the Internal Security Environment on our Armed Forces’, The Combat Journal, Vol.18 No. 2, 1991.

· Sethi, Deepak, ‘Erosion of Ethical Values: Another Viewpoint’, The Artillery Journal, 1987.

· Sethi, Deepak, ‘Are We Merely a Supporting Arm?’ The Artillery Journal, 1987.

· Sethi, Deepak, ‘Our Artillery Requirements for the Eighties’, The Artillery Journal, 1976.

Journal Submissions / Work in Progress

· Sethi, Deepak and Ravi Parameswaran, ‘Distinguishing the Liability of Foreignness from Liability of Globalization’. This paper has received a ‘Revise and resubmit’ from Editors of the Journal of International Business Studies.

· Sethi, Deepak, ‘An Analysis of Organizational Heterogeneity through Institutional Theory and Population Ecology Perspectives. Paper is under review at the Journal of Management Studies.

Refereed Conference Presentations

· Sethi, Deepak, "MNE Capabilities to Cope with the International Business Environment". Paper presented in the competitive category at the Academy of International Business Conference, Quebec City, Canada, July 9-12, 2005.

· Phelan, Steven, Tevfik Dalgic and Deepak Sethi, "Managing expectations: A critical task in international new ventures". Paper presented in the competitive category at the Academy of International Business Conference, Stockholm, Sweden, July 10-13, 2004.

· Sethi, Deepak and Stephen E. Guisinger, ‘Contribution of Firm Capabilities in the Environment ‘Reading’-Strategy Formulation-Adaptation Triad towards the Competitive Advantage of Multinational Enterprises’. Paper presented in the Competitive category at the Academy of International Business Conference, Monterey, CA, July 5-8, 2003.

· Sethi, Deepak and Dan Li, ‘Firm Capabilities to Keep Strategy in sync with the International Business Environment’. Paper presented at the Academy of International Business USSWC Conference, St. Louis, Missouri, March 6-9, 2002.

· Sethi, Deepak, Stephen E. Guisinger and Steven Phelan, ‘Adapting to the International Business Environment’. Paper presented at the Academy of International Business Conference, Sydney, Australia, November 16-19, 2001.

· Sethi, Deepak, ‘Do Birds of a Feather Flock Together? An Analysis of Organizational Heterogeneity in the face of Conformity and Competitive Pressures’. Paper presented at the Southwest Academy of Management Conference, New Orleans, February 27-March 3, 2001.

· Sethi, Deepak, ‘Towards Greener Pastures: An Oligopolistic Rivalry-cum-Economic Liberalization Based Rationale for Transmigration of Investment Capital’. Paper presented at the Academy of International Business USSWC Conference, New Orleans, February 27-March 3, 2001.

· Sethi, Deepak and Stephen E. Guisinger, ‘An Integrative Framework for Scanning the International Business Environment by Multinational Enterprises’. Paper presented at the Academy of International Business Conference, Phoenix, November17-20, 2000.

Grants and Fellowships

· Received a grant of $ 181, 970 from the U.S. Department of Education under Title VI B for Oakland University’s “Globalization Challenges” project during 2005-06.

· Received a research fellowship of $ 8000 from the School of Business, Oakland University in 2003.

Academic Paper Reviewer

· Journal of International Business Studies.

· Journal of International Management.

· International Business Review.

Membership of Professional Associations

· Academy of Management.

· Academy of International Business.

Other Academic Pursuits

· Scripted, anchored and produced a 63 minutes video film, ‘Pause to Ponder --- Ethics, Values and the Soldier’, for the Army while on the faculty of the College of Combat, Mhow, India, during 1991-1993.

· Editor of ‘The Artillery Journal’, a prestigious professional journal of the Indian Army, from 1986 to 1987.

· Co-authored the book ‘A Tale of Two Peaks’, an account of the successful Indian Military Academy Golden Jubilee Expedition to Mt. Kamet and Mt. Abi Gamin, published in 1982 by Vikas Publishers, New Delhi, India.

· Sethi, Deepak, ‘The Impact of the Internal Security Environment on our Armed Forces’, 1991. Dissertation submitted for the Master of Management Sciences degree and awarded the ‘Best Dissertation’ trophy.

· Sethi, Deepak, ‘A Multi-disciplinary Approach to Manage Capital-intensive, High-Technology Weapon Systems’, 1991. Case study submitted for the Master of Management Sciences degree and awarded the ‘Commandant’s Case Study Award’.

· Sethi, Deepak, ‘Development of a Rear Area Management Information System for Operational Logistics and Personnel Management’, 1980. Unpublished dissertation submitted at the Defense Services Staff College, Wellington.

Previous Work Experience

1967-1997 Served in the Indian Army as an officer in the Regiment of Artillery. I took early, voluntary retirement in December 1997 in the rank of Brigadier (the U.S. Army equivalent is Brigadier General). During this period I acquired an eclectic repertoire of skills, and rich experience, holding a variety of command, staff, and teaching appointments in different ranks.

Command Assignments: My last assignment was the command of a Corps Artillery Brigade, consisting of seven artillery regiments and other units. Under my command I had approximately 10,000 officers and men, and was responsible for the tactical employment of these units, which held guns, missiles, and other equipment worth about $ 500 million.

Teaching Assignments: Completed four teaching tenures, two at the School of Artillery in the rank of Major, aggregating four years, and two at the College of Combat in the rank of Colonel, totaling three years.

Staff Assignments (senior management): Important staff assignments included the management of operational logistics for the Indian Army, Southern Command’s entire theatre of operations (1993-1995), and the officers’ career management at Army Headquarters (1984-1986).

Research Interests

Developing a framework for analyzing the International Business Environment, and how best it might be

exploited at various hierarchical levels of multinational enterprises, to convert the liability of foreignness into a

competitive advantage.

Developing an analytical framework for explaining migration of foreign direct investment flows in response to

strategic factors and institutional incentives.

The use of scenario-building and environment-scanning techniques for evolving strategy that is always in sync

with the rapidly changing environment.

Role of the leader in providing an appropriate environment that is conducive for effective organizational decision- making and implementation.