About

Ujjal Kumar Mukherjee is an Assistant Professor in Biomedical and Translational Sciences at the Carle Illinois College of Medicine, University of Illinois Urbana-Champaign. His professional focus includes health innovation, with involvement in research and education related to medical device development, health data analysis, and healthcare process management. He teaches courses such as Logistics Management, Supply Chain Management, Operations Management, and Healthcare Innovation Process, contributing to the academic and practical training of students in these areas. His work is connected to advancing neurological care, analyzing health data, and reaching underserved communities through projects funded by the college. He is engaged in research that aims to reengineer medicine and improve healthcare delivery, aligning with the college's mission to innovate in medical education and health systems.

Research topics

• Computer Science
• Virology
• Pathology
• Data science
• Medicine

Selected publications

• Inhibition of BIRC5 and MCL-1 as a potential treatment strategy to overcome drug resistance in Mantle Cell Lymphoma

  Blood Cancer Journal · 2026-03-11

  articleOpen access
  PublisherOA PDFDOI

• Encounter Decisions for Patients With Diverse Sociodemographic Characteristics: Predictive Analytics of EMR Data From a Large Chain of Clinics

  Journal of Operations Management · 2025-03-28 · 3 citations

  articleOpen access1st authorCorresponding

  ABSTRACT Managing chronic diabetes care is a major challenge faced by healthcare organizations because it requires resource commitment over a long duration, high levels of patient engagement in the care process, and the socioeconomic and racial diversity of the patient population significantly affect care outcomes. Therefore, it is important to personalize chronic care treatment to improve chronic care outcomes. We propose a decision framework for the predictive management of diabetes that can help reduce the population‐level risk of diabetes. We use machine learning on clinical measures, demographics, and socioeconomic status of a large patient population from a chain of clinics in the Midwestern United States to predict the future health conditions of individual diabetes patients. Furthermore, we use the predictive analytic model outcome to build a decision analytic framework to optimally allocate encounters to individual patients. Also, we propose a heuristic solution to the optimal resource allocation model for implementation purposes. We make theoretical and methodological contributions by identifying and combining clinical, demographic, and socioeconomic factors to predict future diabetes risk for patients and demonstrate the use of the predicted risks for optimal resource utilization. Another significant contribution is demonstrating that a data‐driven predictive encounter allocation, considering the socioeconomic and demographic factors influencing health risks across patient populations, can promote more equitable healthcare delivery. Finally, we discuss implementation issues and actions.

  PublisherOA PDFDOI

• Leveraging Social Media for COVID-19 Response: Insights from a Data Competition

  Foundations and Trends® in Technology Information and Operations Management · 2025-03-12

  articleOpen access

  The COVID-19 pandemic accelerated the adoption of digital platforms across various sectors, notably in education and healthcare, with remote learning and social media emerging as pivotal tools for communication and crisis management. Social networks played a crucial role in disseminating critical information, combating misinformation, and fostering community engagement. Recent research underscores the significance of social media in shaping public behavior towards adopting protective measures against COVID-19, yet quantifying its precise impact remains challenging due to the complexity of social relationships and diverse information sources. Multimodal data generated by social media platforms presents opportunities for more insightful Machine Learning (ML) models, but also poses technical challenges in data integration and interpretation. Leveraging crowdsourcing, we organized a data science competition aimed at forecasting COVID-19 positivity rates and identifying factors influencing its spread using infection and social media data. The competition facilitated collaborative problemsolving and provided actionable insights for public health communication and policy-making. This study outlines the competition structure, methodologies employed by participants, key findings, and implications for future pandemics and public health crises.

  PublisherDOI

• Inhibition of BIRC5 and MCL1 as a potential treatment strategy to overcome drug resistance in Mantle Cell Lymphoma

  medRxiv · 2025-04-11

  preprintOpen access

  ABSTRACT Mantle cell lymphoma (MCL) is a difficult-to-cure, highly heterogeneous, and aggressive form of non-Hodgkin lymphoma with a high recurrence rate and poor long-term prognosis. Using a novel optimization-regularization-based computational prediction algorithm called “secDrug,” we have identified therapeutic targets for treating resistant cancers. When applied to B-cell malignancies, the secDrug algorithm predicted the pro-survival proteins BIRC5 and MCL1 as top targets. Here, using a panel of MCL cell lines representing PI/BTKi sensitive, innate resistance, and clonally derived acquired resistance, we demonstrated that small molecule-based inhibition of BIRC5 and MCL1 is effective in killing MCL cells as single agents and in combination with Bortezomib or Ibrutinib. Further, using bulk and single-cell transcriptomics, gene knockdown studies, and cell-based assays, we identified genes and molecular networks associated with their mechanism of action and synergy. In silico analysis using patient datasets underlined the clinical potential of these candidates in curbing MCL progression and drug resistance.

  PublisherOA PDFDOI

• Testing as a Control Mechanism for Emerging Epidemics

  Foundations and Trends® in Technology Information and Operations Management · 2025-03-12

  articleOpen access1st authorCorresponding

  In this study, we discuss the role of testing, along with other control measures, as a mitigation mechanism for emerging epidemics. We present several models that incorporate testing along with quarantine policies, lockdowns, and vaccination as control mechanisms for epidemics. We also present a model for data-driven prediction and allocation of test kits to a network of connected locations. This study will provide important modeling strategies and policy pointers for formulating testing policies for the control of epidemics.

  PublisherDOI

• Operations Management in the Pharmaceutical Industry

  Journal of Operations Management · 2025-04-01 · 3 citations

  articleOpen accessSenior author

  The pharmaceutical manufacturing industry has an annual revenue of $1.2 trillion and employs approximately two million people worldwide (Brocker 2024). The drugs produced by the operations of this industry, which include all activities from scientific innovation to supply chain management, play an important role in the health and well-being of millions of people around the world (OECD 2025). Recent disruptions, especially the COVID-19 pandemic, exposed critical limitations in global pharmaceutical operations, spurring widespread concern (Shih 2020). In the U.S., the Biden Administration deemed pharmaceuticals one of four critical national supply chains, the others being semiconductors, large capacity batteries, and minerals (White House 2021). Further, Congress mandated a report from the National Academies of Sciences, Engineering, and Medicine (NASEM) focused on securing the nation's medical product supply chains against quality and supply disruptions (NASEM 2022). Despite the recognition of its importance, operational challenges in this industry remain prevalent. Drug shortages reached a record high in 2024 (ASHP 2024), and their duration has been increasing (USP 2024). Further, quality issues remain common (e.g., Callahan et al. 2024), and the drug recall trend continues to climb (Ghijs et al. 2024). The opacity and complexity of pharmaceutical operations are two factors driving the continued quality and resilience issues. As Figure 1 depicts, much of the complexity in the U.S. pharmaceuticals industry stems from intermediaries and payors, who are often vertically integrated and powerful, and who can create and benefit from opacity. Additional complexity comes from the roles of powerful regulators, who oversee, among other things, approvals to produce drugs and ongoing drug quality and safety. We discuss many of these forms of opacity and complexity in detail in the next section. Source: Reproduced, with slight modifications, from NEC NSC (2024), page 218, Figure 1. Operations such as these call for rigorous academic explorations that highlight the unique context of the industry (Joglekar et al. 2016). Operations scholars, for example, can address questions related to balancing cost and quality (Lapré and Scudder 2004; Parmigiani et al. 2011), enhancing the resilience of operations and supply chains (Kim et al. 2015; Shen and Sun 2023), implementing new technologies (Angelopoulos et al. 2023), and demonstrating benefits to, and ways to establish, greater transparency (Buell et al. 2017; Lee et al. 2021). Further, operations researchers can identify the role that powerful regulators, such as the Food and Drug Administration (FDA), play with regards to operational performance dimensions such as innovation, resilience, cost, and quality (Wang et al. 2025). Despite all that operations scholarship can offer, and despite the pharmaceutical industry's prominent role in the world's economy and health, the operations of this industry have not received sufficient academic attention, inspiring this special issue (SI). Another inspiration for this SI stems from the guest editorial team's unique industry and regulatory experiences. All four editors served on a two-year grant and a separate two-year contract with the FDA. Further, one editor served on the NASEM committee mentioned earlier and one served as a part-time consultant at the White House for 18 months, focused mostly on pharmaceutical industry resilience. These experiences created unique perspectives that we share in this editorial. We note that our most relevant experiences were in the U.S., and our secondary-data empirical research employs FDA data, and thus, this editorial is heavily tilted towards issues and examples from the U.S. and the FDA, but most of the discussion we present is globally relevant. However, we do not claim this editorial to be a comprehensive review of all relevant topics related to the operations of pharmaceutical products. For example, we do not discuss pharmaceutical supply chains serving developing countries (Yadav 2015), counterfeit supply chains (Chaudhry and Stumpf 2013), and likely other topics some would believe to be in scope. We begin with an overview through the lens of three core operational dimensions: (1) Structure, (2) Resilience, and (3) Innovation. While one section of this SI editorial is inadequate to properly describe the structure of the pharmaceutical industry, we nonetheless provide a parsimonious overview. In so doing, we examine four key characteristics of this structure: (1) original versus generic drugs, (2) globalization, (3) intermediaries, and (4) the role of regulators. A distinct characteristic of pharmaceutical operations is the juxtaposition between original and generic drugs. Original drugs that successfully obtain market approval are the result of years, or even decades, of research and development (Brown et al. 2022), large clinical trials (FDA 2018), and a facility pre-approval inspection before market approval (DiGlulio 2015). These drugs must demonstrate both safety and efficacy (FDA 2017). Original drugs can be priced in the thousands, or tens of thousands of dollars per dose, depending upon the novelty and prevalence of the disease treated (Beasley 2023). Such a high price is a consequence of the exclusivity granted to the firms that developed the original drugs in the U.S., a reward meant to incentivize the expensive and risky innovation efforts required to bring societal benefits (e.g., Lovelace Jr. and Fitzgerald 2024). However, high original drug prices are also frequently criticized by those focused on public health access (Thomas 2017; Committee on Oversight and Government Reform 2023). These high prices, combined with the rigorous pre-approval process, create operations for original drugs that are typically quite robust to disruption, as the manufacturers have uniquely large financial incentives to maintain high-quality and resilient drug supply. While drug quality problems still do arise for innovative new drugs (FDA 2021a; Pfizer Inc. 2022; Zajac 2010), drug shortages for original drugs are relatively uncommon (Ventola 2011). Generic drugs, on the other hand, enter the market with the same active pharmaceutical ingredient (API), dosage form (DF), and route of administration (RA) as the original drugs that they are patterned after. Generic drug manufacturers reverse-engineer the design of original drugs that have lost exclusivity, using only publicly available information, such as that provided on FDA's website. Manufacturers of original drugs have neither a requirement nor an incentive to share their design and manufacturing expertise with competitors that manufacture generic drugs. The approval process for generic drugs in the U.S. is substantially abbreviated; it, however, does include a mandatory pre-approval facility inspection by the FDA. Price competition in generic drugs increases consumer access via lower prices. The price competition for generics is most intense in the U.S. where prices are, on average, lower than a weighted average of prices in the 32 countries that are members of the Organization for Economic Co-operation and Development (OECD) (Mulcahy et al. 2024). This leads to the astonishing fact that while 90% of prescriptions filled in the U.S. are generic, they represent less than 20% of the total costs of prescriptions filled (Trish et al. 2022). Once approved, generic drugs are presumed to have the same safety and efficacy as the original drug, leading to competition that is based almost exclusively on price (Woodcock and Wosinska 2013; Dabestani et al. 2023). One key operationalization of this race to the bottom on prices is the push to manufacture generic drugs in the cheapest manufacturing locations around the world (Eban 2019; Frank et al. 2021; Mosbergen and Abbott 2023), a part of the globalization complexity which we address in the next sub-section. We note that there is another type of drug supply chain that straddles the original and generic drug classification: drugs made at compounding pharmacies. We include these in this discussion because they constitute a growing and increasingly controversial aspect of pharmaceutical supply chains (Khaustovich 2024; Rao 2024). Compounded drugs are manufactured in less regulated pharmacies, which, according to the FDA “pose a higher risk than FDA-approved drugs because compounded drugs do not undergo FDA review for safety, effectiveness, or quality before they are marketed.” (FDA 2024) This category of pharmacy was originally created for ostensibly rare situations in which consumers needed a dosage form, mix, or quantity of drugs that were not available on the market. Some compounding pharmacies have been implicated in serious quality issues, most famously the New England Compounding Company scandal in 2012 (Dearen 2021); an incident which spurred augmented FDA oversight of the compounding pharmacies. Nevertheless, compounding pharmacies have become more prominent of late, as they have begun to play a key role in drug shortage mitigation. This is because compounders are permitted great leeway during times of shortages, being allowed to produce products to fill gaps in drug supply (Broughel 2022). This has led to debates and even lawsuits about the declaration of the beginning of, or the end of, shortages, as millions of dollars are at stake for compounding pharmacy revenues, as exemplified with recent weight-loss drug shortages (Gallardo 2025). Further, the role of compounding pharmacies in resolving shortages can put even greater pressure on them to skimp on quality to fulfill short-term unmet market demands, a risk that even the FDA acknowledges (FDA 2024). Drug manufacturing is a global endeavor. Many upstream manufacturers—particularly those that make Key Starting Materials (KSMs)—are in China and have been for decades, partially for production cost reasons but also to evade strict environmental 2022; 2020). manufacturing (USP and dosage form of generic drugs spurred by the intense cost competition have more heavily to et al. 2022). research has that in a with a than to lower with and greater quality in manufacturing et al. and has created challenges for because the to ongoing operations is to the of the production process via facility et al. 2022). In the U.S., the Government has the challenges by the FDA in global production using facility Recent research has these challenges as a of generic drug quality problems for drugs because are they are in the U.S. et al. 2025). is not uncommon for drugs and their to great while environmental the global of drugs more pharmacies also an to our as regulatory 2024). While globalization with between contract manufacturing and a of challenges et al. manufacturing is by drug manufacturers and Wosinska and the for the quality of production has been a concern of the FDA (FDA and operations researchers et al. 2016). and the of manufacturing in the pharmaceutical industry operations a requirement for FDA regulated contract manufacturers and at their and and and the of to quality of high product and quality performance The complexity of the structure of these supply chains is by intermediaries 2021; and These intermediaries between drug manufacturers and 2004; and the most common in the context of pharmaceuticals are and pharmacies. In most a drug prices and some of drug between the and the consumer et al. 2017; Frank et al. 2022). In the U.S., is more are still and which the drugs, but also pharmacy benefit and 2024; et al. et al. et al. 2023), and and and payors, which and et al. 2019; and These intermediaries, or et al. constitute be as an in the U.S. 2024), with the three of the chain 2024; et al. 2022), and the three 90% of supply which pharmaceuticals 2022). have vertically integrated and et al. 2023), which often include and even chain Figure the of some of the as of per the Drug These intermediaries on and to opacity and have been of for consumers and increasing costs for all and 2024), the of those of generic (Trish et al. 2022; and pharmacies et al. and 2024) while large 2025). Source: received from on there is widespread in the U.S. that and have much and have the market in a that increases costs to payors, leads to the of pharmacies, and the to the in generic drug to address this have been 2023). The against in recent 2024), and and (e.g., U.S. have such as Company in the 2024) and the in the and are among firms ways to these intermediaries in the and chains, The increasing of intermediaries in the also the of operations research which has an increasing trend in the of on and financial in supply chains et al. 2020). in the supply chains a for research in the pharmaceutical and global pharmaceutical operations are regulators. include the in the Organization in the National Administration in and the FDA in the U.S. We most of this section on the FDA, both because we are the most with and because many other the FDA. Further, many regulators, such as the have with the FDA and and countries in the pharmaceutical inspection as neither the in nor the in China have with the FDA, nor do they in the these have for their in drug quality recent have the relatively required for drug approvals by the which is by the relatively required for mandatory clinical trials et al. 2024; et al. 2021). recent have about drugs in China 2025). the has for approvals and regulatory oversight of drug approvals and drug manufacturing quality and 2022). We our on the FDA. The role of the FDA is in the U.S. pharmaceutical The FDA is both a as they which drugs are allowed to enter the as as a as they manufacturing with of and shortages, for all drugs in the et al. 2024) In both and the FDA has the of to the societal of drug innovation, safety, and while its these critical the FDA's can the operations of pharmaceutical products. The FDA also has that can benefit researchers in the operations of pharmaceutical products. the one hand, the FDA is quite with the The FDA a of through its and and the in relatively ways on its our the FDA is also to of the other hand, can be for public and to FDA because of some For example, the FDA has not even in to that drugs to manufacturing to such is based on that the are this be for research is at to and has been in the medical and 2024). Such opacity by the FDA to even to a drug et al. much less to upstream in the supply for some on its for example, (FDA 2023), the FDA researchers from using the for as by the on the website. The FDA has also of drugs and 2023), which we believe be in or at a drug quality Further, the FDA has to and from the NASEM report to make drug manufacturing and quality available to the is to that the FDA does a of available to the public and However, other data, such as the that drugs to that would make their more for academic or efforts to resilience and are not made The FDA does drug safety et al. but does not make such available on a The FDA, is in an drug which to maintain the that all FDA-approved drugs are (FDA that is to We believe this opacity to the race to the bottom with generic drug as The FDA also a role via their both in the U.S. and in other However, their inspection between the U.S. and other countries in a key U.S. are drug manufacturing in the U.S. must at a of for an by an FDA are in such as or many or in and 2023). The FDA also does not bring its thus, upon the and of provided by drug facility are often more than to Some have that these to drug quality problems being in manufacturing et al. 2025). The FDA for many reasons such as approvals or but this a from U.S. and 2023). The of an FDA inspection by a facility was by et al. to be one type of that as a leading to the of the of with to FDA have in the FDA not product from a facility to enter the U.S., an While have been the of some shortages, recent academic research has that the most serious FDA to those in the can to shortages as they to required manufacturing by the (Wang et al. 2025). In regulatory the U.S., and all to pharmaceutical safety and with some in and As the global pharmaceutical industry to more be to drug and to access to and high-quality Operations resilience can be in many but in the pharmaceutical industry, the research has resilience using two related (1) drug quality and (2) drug These are especially in this industry, where drug quality issues are the leading of drug shortages (FDA et al. 2025). quality in this industry have in three inspection (e.g., et al. et al. 2015), serious drug (e.g., et al. 2021; et al. and serious drug (e.g., et al. and 2024; et al. 2025). has begun to these dimensions both and much more is has research been which the quality of drugs made by a This is to of in the research that drug manufacturing drug or that there a drug quality among drugs at As of one of the of this editorial a to a of which developed an for academic research on topics Despite the of and put the of the only the active of the drugs to the were in the to the et al. successfully to manufacturers of that those on the drug to have and that there was in depending upon which generic was are also some in the health health to drugs, typically generic versus original drug, or at drug not manufacturers (e.g., et al. et al. et al. 2024). We believe there is a cost to in drug quality that has to the widespread that all drugs are and the of the of a drug to We next to disruptions that result in drug shortages, a key concern in public Congress and the et al. et al. 2024; and 2024). We note that most drug shortages are by quality issues (FDA and shortages often to or of a with a large market For reasons generic drug manufacturers often obtain a large market share to their lower the of this is to make drugs often to One of the in this special issue et al. public to shortages, that manufacturers for quality performance is the most of those in operations have the and of drug shortages, for and and 2017; et al. 2021; and 2022; et al. 2022; et al. 2023). to drug shortages was during the COVID-19 pandemic, the issue of was in the industry before especially a in shortages in the and 2013; and 2013; et al. The FDA has been more on the issue the of the Food and Drug Administration and Congress that of and in this industry also for the same reasons as in other as in the operations on supply chain resilience et al. For example, that important (e.g., 2024), et al. 2019; et al. 2024), and in (USP have all drug One unique in to disruptions in this industry can be regulatory such as to operations, which can In the context of the COVID-19 pandemic, et al. drugs to COVID-19 with drugs not for COVID-19 and of of COVID-19 drugs by as an to the pandemic, leading to The shortage of in the a in the manufacturing of for that with in the market of manufacturers and in the market of manufacturers et al. and greater increases for manufacturers that were present in that market other drugs et al. 2022). on Lee et al. that mandated of shortages in the U.S. and Government of was in of shortages only industry While these were not for and intense they were for and have or at an to such as supply chains, increasing supply chain balancing and as of resilience, and developing in the of a to and available However, more than this industry from a in and and a of countries and in the supply chain to in their We have not the of a robust and national supply chain risk despite of concern and and efforts to address the U.S. of and 2024; 2024). This is another where operations research great et al. 2022). innovation is to as an original drug The product innovation process, the operations of clinical is an of For example, the FDA the clinical to include of clinical trials and and 2017; et al. 2020). trials are increasing in and the share of new drug trials in has while has in the of the and the the industry was by drugs. the was in drugs have become a in the approximately of global This one of the revenue drugs of all The generic of large drugs, has spurred This is because the of these drugs be as the can be for generic drugs. is much higher in than in the U.S., partially to U.S. 2023). product that operations include and et al. 2021). innovation is also critical to performance in this industry et al. 2022). manufacturing a process innovation with One of the in this special issue et al. on this new manufacturing from the to manufacturing and other of such as and present to make pharmaceutical supply chains more and However, the regulatory challenges of production and the benefit of these for many the of these technologies has been We received were and one was to the for of with the were for two of these were by the as all four of the SI editors of We the editorial of the were for this special the editor is on We the of the and who the for review for this special The four that we for in this SI of the operations of pharmaceutical products. et al. to a from the to the where operations are and at Key in this is regulators, and product their to this innovation to to market. While the role of is a key of this industry, is not and the for other to new et al. a to the of three on drug drug manufacturers to and implementing a that while approvals and manufacturers to production can provide short-term their is In the quality reward shortages by higher manufacturing supply However, an consequence of this is the of a market by a high-quality The a quality to this et al. examine upstream supply chains their to to their a that a risk that these drugs be to a A key is that pharmacies with more supply chains are more likely to create a in et al. the examine the of for clinical on the of pharmaceutical for for from the FDA FDA Drug and the that using leads to a in serious in In the benefits of the are greater for drugs with FDA and for based on these four the operations of pharmaceutical products. et al. examine the development of new and the new supply chains they et al. examine incentives to the quality of manufacturers et al. the end of the supply chain and their supply chain intermediaries, while et al. the of operational for on The unique and of the pharmaceutical industry, as as its to public health, provide for operations researchers to to academic and public We by key of the of the operations of pharmaceutical this editorial such In we believe that the four in the special issue as of to to this We with these are the operations of the pharmaceutical industry not and can researchers to the operations of most other product semiconductors, and so While is in all one can to in cost, and by and and The to the as to this has not at to the same in the pharmaceutical industry in the structure of the industry with its two product and generic and the of powerful intermediaries, supply chain and Operations have been in the in other and we believe the more they the of this industry, the more on the context and the unique of an industry is in the of industry Such research has led to some for example, which in the The that the We believe that research in the pharmaceutical industry on and operational performance between and products have a Operations can their and to for example, to design that quality other operational performance dimensions or to challenges for new We that this editorial and the four special issue more operations to research in this industry so that our a leading role in its and health are, at

  PublisherOA PDFDOI

• The Impact of a Buyer's Incentives and Organizational Structure on Suppliers' Quality

  Journal of Operations Management · 2025-09-24

  articleOpen accessSenior author

  ABSTRACT Changes in a buyer organization's incentives and structure can have a significant impact on supply chain performance, such as the quality of sourced components. We examine this relationship using data from a unique quasi‐experiment where one of the two plants of a buyer introduced long‐term quality improvement incentives and a more organic structure for supply chain engineers, while the other plant did not. Analyzing longitudinal component quality data from suppliers to both plants using difference‐in‐differences and triple‐differences methods, we find that (i) the changes in incentives and structure led to differential improvements in supplier quality across the two plants, and (ii) suppliers did not easily transfer quality knowledge gained from one buyer relationship to others. Our paper contributes by showing that organizational redesign by a buyer focused on implicit incentives along with a supportive organic organizational structure can create a learning environment at its suppliers that can help improve the quality of sourced components and the learning generated does not necessarily spill over to other buyers.

  PublisherDOI

• The Power of Collective Insight: Harnessing the Wisdom of the Crowd for Digital Auction Success

  Proceedings of the ... Annual Hawaii International Conference on System Sciences/Proceedings of the Annual Hawaii International Conference on System Sciences · 2024-01-01 · 1 citations

  articleOpen accessSenior author

  During the COVID-19 pandemic, online auction markets gained significant importance for their efficient and transparent handling of the shift in economic activity. Renowned digital car auction platform Bring a Trailer (BaT) experienced remarkable growth, with its revenue reaching $828 million in 2020. This study investigates the factors contributing to BaT's success, focusing on the role of its unique community comment feature, which leverages the collective intelligence of its users, known as wisdom of the crowd (WOC) in IS literature. Analyzing a dataset of 13,451 car listings, the study explores how WOC elements such as information quality and user identity impact auction performance. The analysis reveals that helpful WOC content positively influences auction outcomes, reducing information asymmetry and increasing market efficiency. The impact of WOC contributor reputations, however, showed less consistent results. These findings are relevant for stakeholders in the automotive market, providing insights to inform decision-making in online auction markets.

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• Learning from Failures: Differentiating Between Slip-ups and Knowledge Gaps

  Organization Science · 2024-02-29 · 13 citations

  articleSenior author

  Our research investigates firm learning from failures by dividing them into two types, failures that occur due to slip-ups and those that occur due to knowledge gaps, and by examining whether learning occurs in the context of both types of failures. We study these phenomena in the context of product recalls in pharmaceuticals and medical devices. Based on text analysis of recall documents, recalls are divided into process related and design related to represent slip-up failures and knowledge gap failures. We further study how innovation capabilities, represented by accumulated stocks of patents and lagged research and development (R&D) intensity, impact learning from both types of failures. We test our hypotheses using negative binomial generalized linear models to analyze longitudinal data for 108 publicly traded U.S. firms over 2000–2016 comprising 7,984 recalls. Results indicate that design-related recalls generate learning to a greater extent than process-related recalls, and that accumulated patents and lagged R&D intensity enhance learning from design-related recalls. These findings suggest that the learning mechanisms invoked by failures are concentrated more on knowledge gap failures than slip-up failures, and such learning is impacted by innovation capabilities. Overall, this research extends organizational learning theory by differentiating between learning from different types of failures and extends absorptive capacity theory by incorporating the role of innovation capabilities in enhancing learning from failures. We develop recommendations for learning from slip-up failures by focusing on the cultural and social mechanisms of organizational learning in addition to the technical and structural mechanisms that may mainly impact learning from knowledge gap failures. Supplemental Material: The online appendices are available at https://doi.org/10.1287/orsc.2021.15663 .

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• Autism Ashram

  Emerald Emerging Markets Case Studies · 2024-08-14 · 1 citations

  article1st authorCorresponding

  Learning outcomes The primary learning objectives/outcome of case discussion is to apply design thinking principles to design innovative and socially responsible strategies that promote financial sustainability for organizations serving unique societal needs. The secondary learning objectives/outcome of case discussion is to gain a deeper appreciation for the potential social impact of their innovative ideas and understand the complexities and ethical considerations in social entrepreneurship, especially when working with individuals with special needs. Case overview/synopsis The case study describes the challenge facing Anil Kumar Kundra, the founder and trustee of Autism Ashram and Autism Guardian Village in Hyderabad and Gujarat, an organization that provides shelter and care for individuals with autism and residential facilities for their parents. Autistic individuals often lack social skills and may face challenges in reading, writing and communicating. In addition, they may experience behavioral issues, making it difficult for them to obtain employment or run their own ventures, resulting in a lifetime financial dependency on their guardians. In August 2023, Kundra, in pursuit of sustainability, aims to empower autistic individuals in the ashram to attain financial independence. He envisions Autism Ashrama as a self-sustaining entity, no longer dependent on contributions from parents. The dilemma facing Kundra is the need to identify innovative ideas that will enable these autistic individuals to contribute to revenue generation. The challenges faced by autistic individuals in their day-to-day lives make Kundra’s decision-making complex. While he acknowledges the challenge, he firmly believes that a handful of transformative ideas can bring about a revolutionary shift in the ecosystem for autistic individuals, rendering this business model truly sustainable. The case study invites students to help Kundra identify innovative ideas using design idea techniques, such as the Stanford d.school model. Complexity academic level This take-home assignment is suitable for both undergraduate and postgraduate students and is designed to explore the integration of sustainable business practices and design thinking in a real-world context. Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management science.

  PublisherDOI

Frequent coauthors

• Amit Mitra

  Auburn University

  33 shared

• Sridhar Seshadri

  University of Illinois Urbana-Champaign

  22 shared

• Suman Mazumder

  Auburn University

  16 shared

• Clayton Yates

  Johns Hopkins University

  15 shared

• Windy Dean‐Colomb

  Center for Cancer Research

  12 shared

• Sebastián Souyris

  Rensselaer Polytechnic Institute

  12 shared

• Subhonmesh Bose

  University of Illinois Urbana-Champaign

  11 shared

• Shaji Kumar

  10 shared

Education

• Ph.D. , Carlson School of Management

  University of Minnesota

  2015

• MS, Department of Statistics

  University of Minnesota

  2015

Awards & honors

• Grand Challenge Awards 2026