All innovations make the journey from “eureka” to “meh”. But they don’t do so according to fixed rules.
Vibha Gaba is a Professor of Entrepreneurship at INSEAD. Her core expertise is in the area of corporate entrepreneurship, organisational innovation and learning. Much of her published and ongoing research pivots around how organisations learn and its impact on their ability to innovate and adapt their business. Her research has appeared in top academic journals such as the Academy of Management Journal, Organization Science, Journal of International Business Studies, and Strategic Entrepreneurship Journal. She also serves on the Editorial Board of Journal of Management.
At INSEAD, she teaches modules on leadership and change in various open-enrolment and specialised Executive Education programmes including Adidas, Alstom, Astra Zeneca, Bank Mandiri, COFRA, RHB, Hewlett Packard, IBM, Indian Railways, KPMG, McKinsey, Petronas, Shell, and TNT. She is also the Academic Programme Director for Leading Successful Change and Learning to Lead, three-day open-enrolment programmes for executives. She has also taught MBA core Organisational Behaviour course as well as an MBA elective on Leadership and Change. Her teaching portfolio also includes a PhD course on Organisation Theory.
She holds a PhD in management from Lundquist College of Business, University of Oregon, USA, a Masters in Sociology from the Delhi School of Economics, and a Bachelors degree in Economics from Delhi University, India. She has also worked as a business journalist for a leading financial daily in India, and as a writer and consultant for the Oxford University Press.
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Specific staffing choices and high investment levels can prolong the lifespan of corporate venture capital units.