Samina Karim, Assistant Professor, Strategy & Innovation

in Faculty Profiles
May 18th, 2010

Samina Karim, Assistant Professor, Strategy & Innovation

Samina Karim, Assistant Professor, Strategy & Innovation

BS, Electrical Engineering, Cornell University
EdM, Education, Harvard University
MAE, Applied Economics, University of Michigan
PhD, Corporate Strategy, University of Michigan

What are your primary research interests?

  • Organizational restructuring, reorganization
  • Mergers & acquisitions
  • Market entry and exit
  • Innovation within established firms
  • Post-acquisition integration

Why is the School of Management a good fit for you?
It exemplifies what I think are the three critical components to an excellent business school: dedication to research, dedication to teaching, and dedication to informing teaching through research.

What’s been your biggest gain since coming to the School?   
The School is a melting pot of scholars from all over the world with different academic training and studying all sorts of business problems – but something that ties us together is that we’re all interested in how organizations can improve. What I’ve gained from the School is a deeper appreciation of other areas within business and their relevance to my own research, and growing as a scholar from exposure to colleagues’ breadth of perspectives.

Is there any BU or Boston resource you would highlight as having enhanced your experience here?
As professors in Boston, we’re spoiled compared to many of our colleagues! The Boston area is the most richly endowed academic region. There is the abundance of scholars and universities which leads to sharing of knowledge through seminars open to the community; there exist both established and entrepreneurial organizations from which to learn and study; and finally, Boston attracts many of the top students from around the world!

What business problem do you most want your work to help solve?
Generally, I hope that my research will help businesses address the issue of how to best organize themselves to create more value. Specifically, organizations must actively choose how to structure tasks and responsibilities within functional and business divisions; these structures can be modified to be more centralized or decentralized, vertical or horizontal, modular or integrated. Firms also often acquire other businesses – other structures that now need to be organized within the firm. Along with the organization (or reorganization) of structure comes the question of what resources should reside within or be managed by these structures? I hope my work helps us understand how to allocate resources (both in the form of executives and product market activities) to improve the innovativeness of firms.