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Business and Management
Oxford Brookes Business School
+44 (0) 1865 485842
CLC.1.28, Clerici Building, Headington Campus
Surja is the module leader for Global Strategy and Innovation, a core module of the Brookes Global MBA programme. He alse leads an undergraduate module that is focused on global markets and competition (International Markets and Competition)
Dr Surja Datta is a Senior Lecturer, and Module Leader of Global Strategy and Innovation- a core module of Brookes Global MBA Programme [Global Rank 7thon QS Rankings].
Surja has published extensively including books, book chapters, and journal articles. His research interests include business history, innovation, and creativity. He has earlier been involved in a European Commission project that developed business and innovation models for environment monitoring services in Europe. His current research is focused on understanding and explaining the 'creative milieu' phenomenon, extraordinarily creative places that have come into being, across time and space, albeit for limited duration.
Surja’s forthcoming book ‘Unlocking Strategic Innovation: Delivering Competitive Advantage in Global Digital Environments’, published by Routledge, concerns itself with one main question: how firms attain achieve competitive advantage in a fast-changing business landscape.
Surja is a prolific public speaker, his talks covering a range of topics, from management to philosophy.
This article problematizes the conventional models of U–I linkages by pointing to the fact that they assume a resource-abundant context in which research funding is not a constraint. While such an assumption generally holds true in developed countries it is unlikely to be the case in the context of developing nations. Paucity of research funding leads to a situation where universities possess few formal intellectual properties such as patents and copyrights. The conventional U–I linkages that are predicated on explicit knowledge are therefore generally absent in developing countries. The article argues that it is possible for universities to develop productive linkages with the industry even in resource-constrained environments (RCE) by leveraging their human capital and knowledge assimilation and dissemination capabilities. The article presents several case illustrations drawn from the higher education sector in India. The Indian case suggests that while conventional university–industry (U–I) linkages are not prevalent in the country, there are other forms of university and industry collaborations that have been largely ignored in the extant literature.
Surja Datta received his doctorate from Bristol Business School, University of the West of England. Surja also holds an MBA from Strathclyde University and an MA in Applied Social Research from the University of the West of England.