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Arun Sundararajan

· Professor of Technology, Operations, and Statistics, Harold Price Professor of Entrepreneurship

New York University · Technology, Operations, and Statistics Department

Active 1937–2026

h-index35
Citations8.1k
Papers17510 last 5y
Funding

Academic metrics are sourced from OpenAlex and public funding records; values may differ from Google Scholar.

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About

Arun Sundararajan is the Harold Price Professor of Entrepreneurship and Professor of Technology, Operations, and Statistics at New York University’s Stern School of Business. He is also the Director of the Fubon Center for Technology, Business and Innovation and an affiliated faculty member at various interdisciplinary research centers, including the Center for Data Science. His expertise encompasses the economics of digital goods, network effects, regulation and governance of artificial intelligence, and digital platforms. His research focuses on artificial intelligence and intellectual property, generative AI, platform-enabled change, the convergence of digital and biosciences, market power, data sovereignty, antitrust policy for technology companies, and the digital future of work. Sundararajan has published extensively in academic journals and outlets such as The New York Times, The Financial Times, The Guardian, Wired, and Harvard Business Review, and has received numerous awards for his scholarship. He has provided expert testimony to various governmental bodies, including the U.S. Congress, the European Parliament, and the United Nations, and is a member of several global forums and initiatives related to AI governance and digital economy policy. Additionally, he advises organizations across sectors on issues of strategy, regulation, and AI governance, and teaches in executive education programs worldwide.

Research topics

  • Economics
  • Political Science
  • Marketing
  • Computer Science
  • Business
  • Psychology
  • Advertising
  • Development economics
  • Microeconomics
  • Finance

Selected publications

  • COVID-19 and Digital Resilience: Evidence from Uber Eats

    SSRN Electronic Journal · 83 citations

    Using order-level data from Uber Technologies, we study how the COVID-19 pandemic and the ensuing shutdown of businesses in the United States in 2020 affected small business restaurant supply and demand on the Uber Eats platform. We find evidence that small restaurants experience significant increases in activity on the platform following the closure of the dine-in channel. We document how locality- and restaurant-specific characteristics moderate the size of the increase in activity through the…

  • Commentary: The Twilight of Brand and Consumerism? Digital Trust, Cultural Meaning, and the Quest for Connection in the Sharing Economy

    Journal of Marketing · 2019-08-14 · 60 citations

    article1st authorCorresponding
  • Social Media Marketing, Quality Signaling, and the Goldilocks Principle

    Information Systems Research · 2022 · 43 citations

    Senior authorCorresponding

    Embraced by a rapidly increasing number of companies, social media marketing has become an integral part of companies' business strategies. However, not all the firms plan on a big spend on social media marketing. Our stylized model investigates the strategic effects of social media marketing spending (SMM spending) with the presence of exogenous quality revelation through sources over which firms have no direct control. Unlike traditional advertising, social media marketing has two roles: aware…

  • Ridesharing and the Use of Public Transportation

    SSRN Electronic Journal · 2019-01-01 · 40 citations

    articleOpen accessSenior author
  • The Limits of Centralized Pricing in Online Marketplaces and the Value of User Control

    Management Science · 2023 · 19 citations

    Senior authorCorresponding

    We report experimental and quasi-experimental evidence from a “sharing economy” marketplace that transitioned from decentralized to centralized pricing. Centralized pricing increased the utilization of providers’ assets, resulting in higher revenues but also higher transaction costs. Providers who were barred from accessing the price system made nonprice adjustments, including reducing the availability of their assets, canceling booked transactions, and exiting the market. Providers who retained…

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Awards & honors

  • Google Faculty Research Award

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