Doctoral Student

Anil Doshi

Anil is currently a doctoral candidate in the Technology and Operations Management unit. Anil is interested in researching how the acceleration in the aggregation and availability of information, via digitization, affects firms and firm strategy.

Anil is currently a doctoral candidate in the Technology and Operations Management unit. Anil is interested in researching how the acceleration in the aggregation and availability of information, via digitization, affects firms and firm strategy.

Prior to entering the doctoral program, I worked in strategy and finance at startups and financial services firms in New York. My startup experience included founding a company called introPLAY, which developed community-based services to promote physical activity. I also worked at Vencast, a financial services startup that matched institutional capital with private equity and hedge funds. In finance, I worked at Ahab Capital Management, distressed hedge fund, and Donaldson, Lufkin & Jenrette in the Space and Satellite Finance Group. While working in industry, I became a CFA charterholder.

I graduated from Dartmouth College with an A.B. in Economics and Government. At Dartmouth, I worked with Professor Roger Masters, researching the relationship between environmental toxicity and violent crime.

I currently live in Cambridge, MA with my wife and two children. I am an avid reader of all things consumer electronics, technology, data, information, openness, etc. My Twitter page relays what I am reading or interested in on a fairly real-time basis.

Journal Articles

  1. How Firms Respond to Mandatory Information Disclosure

    Anil R. Doshi, Glen W.S. Dowell and Michael W. Toffel

    Mandatory information disclosure regulations seek to create institutional pressure to spur performance improvement. By examining how organizational characteristics moderate establishments' responses to a prominent environmental information disclosure program, we provide among the first empirical evidence characterizing heterogeneous responses by those mandated to disclose information. We find particularly rapid improvement among establishments located close to their headquarters and among establishments with proximate siblings, especially when the proximate siblings are in the same industry. Large establishments improve more slowly than small establishments in sparse regions, but both groups improve similarly in dense regions, suggesting that density mitigates the power of large establishments to resist institutional pressures. Finally, privately held firms' establishments outperform those owned by public firms. We highlight implications for institutional theory, managers, and policymakers.

    Keywords: information disclosure; institutional theory; environmental strategy; mandatory disclosure; environmental performance; Information; Corporate Disclosure; Governing Rules, Regulations, and Reforms; Performance Improvement; Environmental Sustainability; Manufacturing Industry; United States;

    Citation:

    Doshi, Anil R., Glen W.S. Dowell, and Michael W. Toffel. "How Firms Respond to Mandatory Information Disclosure." Strategic Management Journal 34, no. 10 (October 2013): 1209–1231. (Featured in U Penn's RegBlog.) View Details