meta pixel


Campus Operating Status: The university is open and operating, and classes are proceeding on a normal schedule.

Dr. Rakesh B. Sambharya

Professor & Area Head

Strategy, International Business & Entrepreneurship

Office: BSB 438

Phone: (856) 225-6712

Ph.D., Temple University

Dr. Sambharya has published numerous articles in such publications as the Strategic Management Journal, the Management International Review, the Journal of International Business Studies, and Organization Studies. His research interest include international competition, Japanese management, top management teams, and corporate diversification and performance.

Research Interests: International Business; Strategic Management; Cross-Cultural management; Diversification Strategies

Courses Taught: International Business; Management Policy; Multinational Business; Business Policy; Organizational Analysis; Globalization

Representative Publications:

  • Sambharya, R. B., and Goll, I. Do International-, and Product Diversification Strategies affect Human Rights and Employee Orientation Disclosures?: A Worldwide Empirical study. Global Strategy Journal (forthcoming).
  • Nuruzzaman, N., Gaur, A., and Sambharya, R. B. A Microfoundations Approach to Studying  Innovation in the Multinational Subsidiaries. Global Strategy Journal, 2019, 9: 92-116.
  • Kim, Sungsoo, Sambharya, Rakesh B., and Yang, Joon Sun. Do CEOs Exercise Managerial Discretion to save their jobs? Journal of Management and Governance, 2016, 20: 179-200.
  • Sambharya, Rakesh B., and Rasheed, Abdul A. Does Economic Freedom in Host Countries Lead to Increased Foreign Direct Investment? Competitiveness Review, 2015, 25(1): 2-24.
  • Sambharya, Rakesh B., and Musteen, Martina.. Institutional Environment and Entrepreneurship: An Empirical Study across Countries. Journal of International Entrepreneurship, 2014, 12(4): 314-330.
  • Sambharya, Rakesh B., and Lee, Jooh. Renewing Dynamic Capabilities Globally: An empirical Study of the World’s Largest MNCs. Management International Review, 2014. 54: 137-154.
  • Sambharya, Rakesh B., and Rasheed, Abdul A. 2012. Conceptualizing Global Risk in a Changing World: Looking Beyond the Political Dimension.  Organizational Dynamics, 41: 308-317.
  • Sambharya, Rakesh B. Security Analysts’ Earnings Forecast as a Measure of Firm Performance: An Empirical Exploration of its Domain. Management Decision, 2011, 47(7), pp 1160-1180.
  • Veliyath, Rajaram., and Sambharya, Rakesh. B. Internationalizing of R&D among MNCs: An empirical investigation of country-level determinants. Management International Review, 2011, 51(3), pp. 407-428.
  • Sambharya, Rakesh B. and Banerji, Kunal. Keiretsu Membership and Supplier Firm Performance in the Japanese Automobile Industry. Management International Review 2006, 46(1), pp. 7-37.
  • Sambharya, Rakesh B., Kumaraswamy, Arun, and Banerji, Snehamy. Information Technology and the Future of the Multinational Enterprise. Journal of International Management, 2005 11(2), pp. 143-161.
  • Elango, B. and Sambharya, Rakesh. B. The Influence of Industry Structure on the Entry Mode Choice of Overseas Entrants in Manufacturing Industries. Journal of International Management, 2004, 10(1), pp. 107-124.
  • Mauri, Alfredo and Sambharya, Rakesh B. An Empirical Investigation of the Relationship Between Global Integration and MNE Performance. Management International Review, 2003 (Special Issue), 43(2), pp. 27-45.
  • Mauri, Alfredo and Sambharya, Rakesh B. The Impact of Global Integration on MNC Performance: Evidence from Global Industries. International Business Review, 2001, 10(4), pp. 441-454.
  • Goll, Irene, Sambharya, Rakesh B., and Tucci, Lou. Top Management Teams, Corporate Ideology, and Firm Performance: A Covariance Structure Model. Management International Review, 2001, 40 (2), pp. 109-129.
  • Mascarenhas, Briance and Sambharya, Rakesh B. Sources of International Competitiveness and What They Mean for Business Policy and Public Policy. Global Outlook: An International Journal of Business, Economics, and Social Policy, 2000, 12(4), pp. 111-121.
  • Sambharya, Rakesh B. Assessing the Construct Validity of Strategic and SIC-based Measures of Corporate Diversification. British Journal of Management, June 2000, 11 (2), pp. 163-174.
  • Goll, Irene, and Sambharya, Rakesh B. Rational Model of Decision Making, Diversification Strategy and Firm Performance. Scandinavian Journal of Management, 1998, 14(4), pp. 479-492.
  • Banerji, Kunal, and Sambharya, Rakesh B. Effect of Network Organization on Alliance Formation: A Study of the Japanese Automobile Ancillary Industry. Journal of International Management, 1998, 4(1), pp. 41-57.
  • Cordeiro, James, and Sambharya, Rakesh B. Do Corporate Reputations Influence Security Analysts Earnings Forecasts? Corporate Reputation Review, Summer/Fall 1997, 1(1), pp. 94-98.
  • Mascarenhas, Briance and Sambharya, Rakesh B. The Pattern of Density in Two Global Industries. Management International Review, 1996, 36 (4), pp. 331-354.
  • Sambharya, Rakesh B. Foreign Experience of Top Management Teams and Its Effect on International Diversification Strategies of U. S. Multinational Corporations. Strategic Management Journal, December 1996, 17(9), pp. 739-746.

Media Guide

Dr. Rakesh Sambharya, professor of management at the Rutgers School of Business—Camden; author, numerous articles and reviews in professional publications. He can discuss:

Airline Industry:

  • Deregulation and business strategy in the airline industry
  • International airline industry
  • Wages in the airline industry

Bond Market:

  • Earnings

Executive Compensation:

  • Compensation of top management teams

International Business Issues (India):

  • The rise of India
  • Outsourcing


  • Wall Street security analysts’ evaluation of firm performance

Automotive Industry:

  • Japanese automobile industry
  • Japanese management

Corporate Management, Governance and Finances:

  • Multinational corporate management and governance

International Business Issues (Competition and Strategy):

  • International competitiveness
  • International management
  • Multinational corporate strategies
  • Transborder data flow
  • Product and global diversification strategies

International Business Issues (Japan):

  • Japanese automobile industry
  • Japanese management

Scroll to Top

Request More Information

Request More Information

BLDP Executive Shadowing Application v2

This form is set to automatically delete an entry 180 days after it has been submitted.

"*" indicates required fields

* Indicates a required field.

Student Information



Preferred Work Environment
Preferred Area of Work*


If I am chosen and matched with an executive, I will follow through and prepare a one-page report giving honest feedback about the experience. The written summary is due by the start of the next semester. By typing my name in the box to the right I am offering my digital signature in lieu of my handwritten signature.

After the shadowing event, I will write a personal thank you letter to the executive and copy Dr. Kaufman-Scarborough and Ms. Bridget Britton for their records. By typing my name in the box to the right I am offering my digital signature in lieu of my handwritten signature.

This field is for validation purposes and should be left unchanged.

After notified of a match, students are responsible for providing personal information to the matched executive (e.g., current resume and cover letter with information on career ambitions). The information on this application is for internal use only, for us to match you as well as possible with and executive from among our alumni database.

BLDP Application

The Spring 2023 Application is now open! 

Priority will be given to applications received by November 18. Applications are accepted until all seats are filled. Space is limited, so apply early!

The seminar application process is our gateway for entry into the program. Upon acceptance into BLDP, students will be emailed their acceptance letter plus a special permission number allowing registration for the BLDP seminar.


Seminar applications are solicited each semester and require the following:

  1. Completed application form (at the bottom of this page),
  2. For students with GPA 3.0 – 3.49, two (2) letters of recommendation (one academic; one other)

Rutgers-Camden students are invited to apply to apply for enrollment in the BLDP seminar. All applicants are expected to meet both of the following selection criteria:  (1) have sophomore standing or above and (2) have an overall GPA of 3.0 or above. First-semester transfer students will be evaluated based on their GPA earned at Rutgers. Students who fail to meet these admission criteria may still be allowed to apply for (and possibly enroll in) the BLDP seminar, but they will be evaluated on a case-by-case basis.

The director balances evaluations to make final decisions on people accepted for the seminar (up to a maximum of 15-20 each semester).

Students who are admitted to the BDLP are required to adopt the BLDP Code of Conduct. A signed contract is required from each student.

Students may count activities toward “leadership units” that were initiated prior to taking a seminar, as long as those activities occured primarily during their enrollment in their academic program.

Application for Admission to BLDP Seminar

Applications for the BLDP Seminar will be ongoing until class is filled.

BLDP Program Application

This form is set to automatically delete an entry 180 days after it has been submitted.

  • * Indicates a required field.

  • Contact Information

  • Academic Information

  • Please enter a number from 0 to 500.
  • Transfer students only.
  • Employment Information

  • List relevant employment history

  • EmployerPositionDates of Employment 
  • School Leadership Information

  • Provide evidence of leadership initiative while enrolled in school by listing all school-based organizations and activities in which you have held a leadership role while a student.

  • OrganizationRoleDates 
  • Community Leadership Information

  • Provide a list of community or volunteer activities in which you engaged in a leadership role.

  • OrganizationRoleDates of Activity 
  • Statement

  • In your own words (100-350), discuss the reasons why your application should be considered for the Business Leader Development Program, including what you hope to gain from the program and what you can contribute.

  • Additional Submission Instructions

  • If you need to submit two reference letters, please email them to Ideally, you should receive one letter from an academic source (e.g., a former or current instructor), and one from a business source (e.g., a former employer - even if for a part-time or volunteer position).

    Please only submit one application. If you experience any technical problems or need to submit the application again, please contact

    Thank you.

  • This field is for validation purposes and should be left unchanged.