Swetketu’s research and practitioner expertise revolves around management of inter-organisational relationships (strategic alliances) and management of organisational change and adaptation.
Swetketu received his PhD in Corporate Strategy and Policy from University of Liverpool with a work that analysed change and evolution of inter-organisational relationships (strategic alliances). Previously Swetketu worked as a Research Assistant of the Advance Institute of Management Research (AIM) at the University of Liverpool Management School and involved with an international research project studying evolution and change of organisational practices in various industries.
Swetketu has taught a range of Corporate Strategy and International Business based subjects at different levels (Executive; Post Graduate and Undergraduate) in different universities in India, UK, USA and Germany.
Broadly Swetketu's research interests revolve around dynamic evolution (change) and management of social systems. He adopts institutional based approaches to study processes of change and adaptation in organisations. In particular, he is interested in exploring structural conditions that trigger institutional and organisational changes and how practitioners, individually and collectively, experience and cope with such structural changes. He is also interested in examining how practitioners experience and cope with challenges that result from alliancing (inter-organisational) activities of their organisations.
He generally employs qualitative methods (e.g. field observations, interviews) and make use of social (practice theories) and institutional theories.
Exploring institutional change in the domain of neglected tropical disease category – Leenkesh Neerish Kumar Ramlagun
Ghosh, S. and Patnaik, S. (2013): “The independent banking commission (Vickers) report – Squaring the circle?” International Journal of Law and Management, 54 (2).
Patnaik, S. 2015. Devon and Cornwall Police Force: Organisational challenges in managing inter-organisational partnerships (Invited Presentation)
Patnaik, S. 2014. Integrating history in alliance research. 30th EGOS Colloquium
Patnaik, S., Ferdinand, J., and Kramarski, H. 2013. Does intra-organizational dynamics within partner firm influence inter-organizational relationships in inter organizational collaborations? 27th British Academy of Management Conference
Patnaik, S. and Kramarski, H. 2013. Exploring the influence of institutional embeddedness of partner firms on partner dynamics in international inter-organizational collaborations. Paper presented at the 29th EGOS Colloquium.
Patnaik, S. 2013. Unraveling the processes of alliance capability development in an Indian (Bio) Pharmaceutical Firm. 4th Reading UNCTAD International Business Conference.
Patnaik, S. 2012. Exploring the influence of institutional embeddedness of partner firms on inter-partner dynamics in international R&D collaborations. 2012 AIB Annual Conference.
Patnaik, S and Ferdinand, J. 2012. Does institutional embeddedness of partner firms matter in international R&D collaborations? 39th AIB – UKI Conference.
Patnaik, S. 2012. Unraveling the processes of alliance capability development in an Indian (Bio) Pharmaceutical Firm. 39th AIB-UKI Conference.
Patnaik, S. 2012. Exploring joint decision making in the context of co-evolution of an inter-organizational collaboration. 20th Annual Conference of the Association of Business Historians.
Patnaik, S. and Geiger, D. 2011. Development of alliance capability: Insights from an Indian Bio-Pharmaceutical Firm. 2nd Indian Academy of Management (IAM) conference.
Patnaik, S., Ferdinand, J. and Ghosh, S. 2010. Studying the influence of organizational practices in shaping alliance dynamics: Emerging insights from an international collaboration. 26th EGOS Colloquium.