Ibrahim Shaikh

Associate Professor

PhD (Rensselaer Polytechnic Institute, New York)

Management, Faculty of

Singer Hall 346


1 506 458 7671

Dr. Ibrahim Shaikh joined the Faculty of Business Administration in 2015. He teaches courses in strategic management. Before coming to the University of New Brunswick he completed a PhD in Technology Strategy & Entrepreneurship at the Lally School of Management, Rensselaer Polytechnic Institute.

His training is in the Organizational-economics tradition and his research interests are in the areas of: Agency-theory, Radical technological innovation, cash holdings, corporate governance, boards, financial strategy, & corporate entrepreneurship. His dissertation draws on Agency-theory to investigate R&D governance in the corporate entrepreneurship context. He has presented his work in over a dozen conferences, and his job market paper was recently published in the Academy of Management Best Paper Proceedings. Dr. Shaikh uses experiential teaching methodologies to teach strategic management, technology strategy, & entrepreneurship at both the undergraduate and graduate level.

Previously Dr. Shaikh worked for the FDIC, a major US bank-regulatory agency, and he has interned with the US Department of Commerce. He firmly believes a good research scholar excels in conducting practical and relevant research, experiential teaching, and compassionate service to the profession and community.


Shaikh A.I., and Randhawa K. (2022). Industrial R&D and national innovation policy: an institutional reappraisal of the US national innovation system. Industrial and Corporate Change. 1-24.

Shaikh, Ibrahim; Randhawa, Krithika (2022). Managing the risks and motivations of technology managers in open innovation: Bringing stakeholder-centric corporate governance into focus. Technovation 114, 102437. (ABDC listed A journal)

Shaikh, I.A. & O’Connor, G.C. (2020). Understanding the motivations of technology managers in radical innovation decisions in the mature R&D firm context: An Agency theory perspective. Journal of Engineering & Technology Management, 55, 101553. (ABDC listed B journal)

Shaikh, I. A., Drira, M., & Hassine, S.B. (2019). What motivates independent directors to take long-term risks? Economic incentives vs. Fiduciary Duty. Journal of Business Research, 101, 218-228 (ABDC listed A journal)

Shaikh, I.A., O'Brien, J. P., & Peters, L. (2018). Inside directors and the underinvestment of financial slack towards R&D-intensity in high-technology firms. Journal of Business Research, 82, 192-201. (ABDC listed A journal)

Shaikh, I. A., & Peters, L. (2018). The value of board monitoring in promoting R&D: a test of agency-theory in the US context. Journal of Management and Governance, 22(2), 339-363. (ABDC listed C journal)

Chari, M. D., & Shaikh, I.A. (2017). Defying Distance? Cross‐Border Acquisitions by Emerging‐Economy Firms. Thunderbird International Business Review, 59(2), 173-186. (ABDC listed B journal)

Peters, L.S, O’Connor, G.C & Shaikh, I.A. (2018). An Examination of Organizational Systems used to Sustain Breakthrough Innovation. In Basu Sharma and Martin Wielemaker (Eds.) Aspects of Entrepreneurship: Practice and Passion. United Kingdom: Cambridge Scholars Publishing, 89-129.

Shaikh, I., & Peters, L. S. & J.P. O’Brien (2015). Importance of Inside Directors in Managing Financial Slack in R&D-intensive Firms. In Academy of Management Best Paper Proceedings (Vol. 2015, No. 1, p. 18214). ---AOM-Best Paper Proceedings-2015.

Peer-reviewed conference presentations

AOM 2020: ‘The Double-edged sword of retaining Inside directors on the Board for a firm’s R&D-intensity.

WOIC 2019/Garwood Center Hass School of Business-Berkeley: “A National Innovation Systems approach to managing the risks of open innovation: a critical examination of the United States ecosystem” – (I am sole author). Emerging Research Scholar Paper Award-Finalist. Awarded by Henry Chesbrough.

AOM 2018: “Motivating Radical Innovation: An Agency theory Exploration.”

SMS 2017: ‘The Governance of Radical Technological Innovation’.