He holds the Michael D. Dingman Chair in Strategy, Globalization, and Entrepreneurship at University of Maryland’s Robert H. Smith School of Business.

[11] He is an invited member of CNBC Disrupters 50 Advisory Council, The Bretton Woods Committee, and the World Economic Forum’s Stewardship Board for the System Initiative on the Future of Consumption.

He has also served on the advisory boards of the Entrepreneurship Centre at IIT Bombay, Asia Silicon Valley Connection, and as an advisor to the US-India Business Council.

An article by Klaus E. Meyer in Journal of International Business Studies ranked it as the #1 most cited paper in the research literature on the subject of “Managing the MNE Subsidiary.”[14] Gupta also focused on knowledge flows and the structure of control within multinational corporations and presented a theoretical framework that lays out the optimal corporate control structure for subsidiaries playing different roles in the global knowledge network of the multinational enterprise.

[15] An article by Klaus E. Meyer in Journal of International Business Studies ranked it as the #4 most cited paper in the research literature on the subject of “Managing the MNE Subsidiary.”[14] In 2000, Gupta, along with Vijay Govindarajan, authored a paper titled "Knowledge Management's Social Dimension: Lessons From Nucor Steel," and presented an analysis of how the social ecosystem of an organization affects the creation, diffusion, and use of know-how within the enterprise.

[16] In an article titled, "Knowledge spillovers and the assignment of R&D responsibilities to foreign subsidiaries," Susan Feinberg and Gupta used a large-scale panel database of the foreign subsidiaries of U.S.-based MNCs in above-average R&D-intensive industries to examine the extent to which external spillover opportunities as well as internal firm-specific capabilities to utilize such knowledge affect MNCs' new R&D location decisions.