Area of Expertise
- Business-to-Business Marketing
- New Product Development
Ashwin is Director of the MBA Program at the Schulich School of Business. As Director, he is tasked with ensuring that the curriculum is at the cutting edge and that the quality of teaching is best in class. Prior to assuming this role, Ashwin spent 7 years living and working in India as Executive Director of the India Campus of the Schulich School of Business during which time he launched the MBA Program in India and was responsible for all aspects of its delivery.
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.
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.”
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.
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.
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.
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 TaughtPhD Courses Taught:
Quantitative Research Methods
MBA Courses Taught:
Undergraduate Course Taught:
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