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Ashwin Joshi

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Ashwin Joshi

Ashwin Joshi

Associate Dean Programs; Director of the MBA in India Program; Associate Professor of Marketing

ajoshi@schulich.yorku.ca

(416) 736-2100, ext. 77958

Office: Room N325, SSB

  • Area of Expertise

    • Marketing ›

    Research Interests

    • Business-to-Business Marketing
    • Marketing
    • New Product Development
    Download CV
  • Ashwin is Associate Dean Programs at the Schulich School of Business. In his role as Associate Dean Programs, Ashwin is tasked with ensuring that Schulich’s degree program portfolio reflects the School’s philosophy of business education, offers cutting-edge knowledge, and is responsive to the evolving needs of business and society.  The development of new program offerings and modifications to existing program offerings are two key types of innovation initiatives that are central to this role.

    Since 1999, Ashwin has taught across the BBA, MBA, PhD, and EMBA programs at the Schulich School of Business. Ashwin’s teaching has been recognized by the students at both the BBA and MBA levels with the Seymour Schulich Excellence in Teaching Awards. In addition to teaching at Schulich, Ashwin is especially proud of his association with the Kellogg-Schulich EMBA Program where he has taught a course in Research Methodology and in the Kellogg-Recanati EMBA Program in Israel where he teaches a course in Marketing Strategy.

    In addition to academic teaching, Ashwin has also been involved extensively in executive education through the Schulich Executive Education Centre (SEEC). In this capacity, Ashwin has delivered programs with notable organizations both in Canada (e.g., CIBC, Novopharm, Rogers, Telus) and overseas in Europe (e.g., AMEX), Asia (AMEX, Beijing TV, Citigroup), and Africa (e.g., BankSeta). Ashwin’s expertise is in three key areas: marketing management, innovation, and strategic thinking. Ashwin has taught both specialist audiences (e.g., senior marketing managers) as well as generalist audiences (e.g., managers from across functional areas). His work with the Atomic Energy of Canada Limited (AECL) in particular required Ashwin to interact extensively with engineers and technologists with a view to developing a marketing orientation among these employees.

    Ashwin’s research focus is upon new product development and innovation. He has published his work on these topics in leading journals in the marketing discipline including the Journal of Marketing, the Journal of the Academy of Marketing Science, and the Journal of Product Innovation Management.

    Honours

    2017 Best Reviewer, Journal of Product Innovation Management

    2000-01, 2002-03, 2012-13 Seymour Schulich Award for Teaching Excellence Second Place Winner.

    2000 Best Paper: Marketing Division at the 2000 Atlantic Schools of Business Conference. Joshi, Ashwin W. (2000), “The Effects of Organizational Characteristics on Alliance Development in Buyer-Seller Relationships.”

    Recent Publications

    Ashwin W. Joshi (Forthcoming), "Effects of Supplier Customer Orientation on Buyer Loyalty: A Contingent Process Model Based on Self-Determination Theory", Journal of Relationship Marketing, 1-41.

    View Paper

    Abstract

    Prior supplier-buyer relationship research has identified supplier customer orientation as a driver of buyer loyalty. In this research, we address how and when this effect occurs. Based on self-determination theory, we identify three buyer psychological states—buyer autonomy, buyer competence, and buyer relatedness—that mediate the impact of supplier customer orientation on buyer loyalty. Drawing from prior supplier-buyer relationship scholarship, we identify three contingencies—buyer asset specificity, buyer environmental uncertainty, and buyer reciprocal interdependence—that, respectively, moderate the mediating effects of the three buyer psychological states. Results from a survey of 171 supplier-buyer matched dyads show that the three buyer psychological states are positive mediators of the impact of supplier customer orientation on buyer loyalty. Results also show that while the positive mediating effects of buyer autonomy and buyer competence are respectively strengthened by buyer asset specificity and buyer environmental uncertainty, the positive mediating effect of buyer relatedness is weakened by buyer reciprocal interdependence. Theoretical and practical implications are discussed.

    Ashwin W. Joshi (2025), "How and When Incentives and Collaboration Are Effective in Fostering Supplier Component Innovation: Insights From Social Exchange Theory", Journal of Business Research, 189, 115131.

    Keywords
    • Collaboration
    • Incentives
    • social exchange theory
    • Supplier component innovation

    View Paper

    Abstract

    Manufacturing firms implement two actions to foster component innovation by suppliers: (i) providing the supplier with incentives for component innovation and/or (ii) initiating a collaborative relationship with the supplier for this purpose. In this research, we draw from social exchange theory to investigate how and when each action fosters supplier component innovation. Regarding how innovation is fostered, we argue that by motivating supplier component innovation through both economic and non-economic rewards, incentives and collaboration, respectively, encourage this outcome. As for when such innovation is fostered, we argue that the supplier’s relative economic outcome is a key boundary condition determining the impact strength of manufacturer actions on supplier component innovation. The positive impact of incentives is strengthened when supplier relative economic outcome is high, while the positive impact of collaboration is strengthened when supplier relative non-economic outcome is high. Results from a survey of 188 supplier–manufacturer matched dyads support our hypotheses.

    Ashwin W. Joshi (2023), "The Effects of a Manufacturer’s Actions on Supplier Performance: Insights From a Contingent Expectancy Theory-Based Model", Industrial Marketing Management, 109, 106-120.

    Keywords
    • Business-to-business marketing
    • Expectancy theory
    • Supplier management
    • Technological change

    View Paper

    Abstract

    Manufacturing firms deploy two actions to enhance supplier performance: (i) they provide rewards, i.e., incentives, and (ii) they provide resources, i.e., investment. In this study, we ask why each of these actions is effective and when it is more (or less) effective. Drawing from expectancy theory, we argue that incentives are effective in enhancing supplier performance because they increase supplier instrumentality, while investment is effective in enhancing supplier performance because it increases supplier expectancy. Having identified two types of technological change—dynamism and diversity—we draw from contingency theory to argue that incentives are less effective when technological dynamism is high, and that they are more effective when technological diversity is high. Conversely, we argue that investment is more effective when technological dynamism is high, and that it is less effective when technological diversity is high. We develop a moderated mediation model in which supplier instrumentality and supplier expectancy mediate the impacts of incentives and investment, respectively, on supplier performance, with technological dynamism and technological diversity serving as moderators of these mediated pathways. The results from a matched dyadic survey of 202 supplier–manufacturer relationships provide support for our moderated mediation model.

    Joshi, A. (2017), "OEM Implementation of Supplier Developed Component Innovations: The Role of Supplier Actions", Journal of the Academy of Marketing Science, 45(4), 548-568.

    View Paper

    Abstract

    For suppliers to secure a positive return on their investment in the creation of component innovations, they must ensure that original equipment manufacturers (OEMs) implement these component innovations. The objectives of this study are to (1) identify the activities that suppliers undertake to foster innovation implementation, (2) articulate the theoretical mechanisms that mediate the impact of these activities on innovation implementation, and (3) establish the inter-related effects of these mediating theoretical mechanisms on innovation implementation. The results from a survey of 173 supplier–OEM dyads reveal that functional advantage is the theoretical mechanism that mediates the impact of two supplier actions—knowledge acquisition and installation support—on innovation implementation. The results also show that reputational advantage mediates the effect of innovative OEM endorsement and that relational advantage mediates the effects of supplier asset specificity and supplier innovativeness on innovation implementation. In terms of the inter-related effects of the mediating mechanisms on innovation implementation, the results indicate that relational advantage complements the positive impact of functional advantage on innovation implementation. In addition, the results reveal that innovation implementation has a positive impact on the financial performance of component innovations.

    Joshi, A. (2016), "When Does Customer Orientation Hinder (Help) Radical Product Innovation? The Role of Organizational Rewards", Journal of Product Innovation Management, 33(4), 435-454.

    Open Access Download

    Abstract

    Prior marketing literature offers a compelling theoretical rationale in support of two contradictory propositions, namely, that customer orientation is negatively related to (i.e., hinders) radical product innovation and that customer orientation is positively related to (i.e., helps) radical product innovation. In this research, the contextual conditions that determine the validity of these contradictory propositions are identified. Drawing from the literature on organizational rewards, two types of organizational rewards—outcome based and strategy based—are identified as being the key contextual conditions. It is hypothesized that when outcome‐based rewards are in effect, customer orientation is negatively related to radical positive innovation and, that when strategy‐based rewards are in effect, customer orientation is positively related to radical product innovation. Results from a survey of 156 manufacturing firms, and from a survey of 97 of their customers, provide support for these hypotheses. While prior research has attempted to explain the contradictory nature of the relationship between customer orientation and radical product innovation using typology‐based and mediator‐based approaches, the contextual condition‐based approach has not been well developed. This gap is addressed by the present research. From a practitioner perspective, the research is important because it identifies a concrete mechanism that new product development managers can deploy, in tandem with customer orientation, if they intend to generate radical product innovations. Given the potential gains that flow from radical product innovation, the research findings are expected to be of considerable interest to managers of new product development projects.

    Colwell, S. and Joshi, A. (2013), "Corporate Ecological Responsiveness: Antecedent Effects of Institutional Pressure and Top Management Commitment and Their Impact on Organizational Performance", Business Strategy and the Environment, 22, 73-91.

    Keywords
    • Environmental Responsibility
    • Institutional Theory
    • Management Commitment
    • Natural Environment

    Open Access Download

    Abstract

    Institutional theory argues that conformity to institutional pressure enhances the survival probability of organizations. Two key limitations of institutional theory have been proposed in recent literature: one, that it ignores the role of top management, and two, that it focuses only on survival as a benefit to the exclusion of more strategic benefits such as growth and profitability. In this research, we build a conceptual model that addresses both of these limitations in the context of institutional pressure on organizations to behave more responsibly vis‐à‐vis the natural environment. Results from a survey of 199 manufacturing firms show that the relationship between institutional pressure and corporate responsiveness to the pressure (i.e. corporate environmental responsiveness) is enhanced when top management commitment to the environment is high. Moreover, results show that organizational conformity to institutional pressure enhances the strategic benefits that organizations receive.

    Courses Taught

    PhD Courses Taught:


    Quantitative Research Methods

    Marketing Strategy



    MBA Courses Taught:


    Consumer Behaviour

    Marketing Management



    Undergraduate Course Taught:


    Consumer Behaviour

    Grants

    Project Title Role Award Amount Year Awarded Granting Agency
    Project TitleThe Impact of Customers on Manufacturers Triple Bottom Line Performance RoleCo-Investigator Award Amount$82,000.00 Year Awarded2008-2011 Granting AgencySocial Sciences and Humanities Research Council - Standard Research Grant
    Project TitleKey supplier continual quality improvement (KSCQI): development of a conceptual model and a proposed empirical test RoleCo-Investigator Award Amount$64,764.00 Year Awarded2005-2007 Granting AgencySocial Sciences and Humanities Research Council - Standard Research Grant
    Project TitleGreen supply chain management: antecedents and outcomes RoleCo-Investigator Award Amount$71,775.00 Year Awarded2003-2007 Granting AgencySocial Sciences and Humanities Research Council - Standard Research Grant
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