Ranjay Gulati

Ranjay Gulati

Paul R. Lawrence MBA Class of 1942 Professor of Business Administration

Paul R. Lawrence MBA Class of 1942 Professor of Business Administration

Ranjay Gulati is the Paul R. Lawrence MBA Class of 1942 Professor of Business Administration and the former Unit Head of the Organizational Behavior Unit at Harvard Business School

Organizational Behavior
Entrepreneurial Management
+1 (617) 495-8554
 
Ranjay Gulati
Unit
Contact Information
(617) 495-8554
Featured Work Publications Research Summary Teaching Awards & Honors
Research Summary
My research has focused on interorganizational relationships, with an emphasis on interfirm strategic alliances, which include voluntary exchange or co-development of products, technologies, or services between firms.  I examine the factors that influence the critical decisions firms face -- the number of alliances they enter, their choice of partners, and the governance structure they use to formalize alliances. I also consider social and behavioral influences on the performance of such alliances.  In each of these areas, I extend the dyadic focus on individual relationships by considering the implications of the interorganizational networks in which firms are located. In some recent research, I have extended this relational perspective to the study of intra-firm collaboration and looked at how firms develop closely integrated business systems to adapt to changing market imperatives. A description of some of ongoing research projects follows:
Dynamics of Network Formation
An ongoing research project with my doctoral students extends my previous line of inquiry by examining some of the evolutionary dynamics of small-world networks. Diverging from recent research that has analyzed static small worlds, we have adopted a dynamic view of the development and ultimate dissolution of such networks. We also consider the micro-level behavioral dynamics underlying the development of these pervasive social systems; some of these dynamics result in the formation of local ties, which agglomerate into tightly linked clusters, while others generate bridging ties between those clusters.
Governance of Interorganizational Exchange
In a series of papers, I examine the antecedents and consequences of governance choices in exchange relations. Using data from the automotive industry, a coauthor and I have examined the dynamics associated with the social and contractual structure of sourcing relationships in this context. We develop a theory about (1) when and how pre-existing trust-the level of trust established prior to the current exchange-complements governance in directly enhancing exchange performance regardless of the governance structure used and (2) when and how pre-existing trust leads to the substitution of one governance mode for another, which may in turn shape exchange performance indirectly. In another co-authored study I am investigating the extent to which firms exchange information among their internal units versus with their external suppliers of components. Our findings confirm my prior field observations that in many instances the extent of information exchanged is actually lower among internal units than between the firm and its external suppliers. However, we also find that this reduced level of information exchange does not have a significant effect on the performance of the relationship.  We develop a theory to explain these findings. In a separate, conceptual paper my coauthor and I reexamine the traditional assumption of make and buy as mutually exclusive choices. We present an integrated theory of plural sourcing, wherein firms use multiple governance modes simultaneously to procure the same input.
Network Resources and the Performance of Interorganizational Exchange
My recent book (Managing Network Resources, Oxford University Press) introduced the idea of "network resources," valuable assets that accrue to a firm not from within its boundaries but from its ties to key external constituents including but not limited to partners, suppliers, and customers. As a follow up to this work, my coauthors and I are using a large-scale multi-respondent survey dataset to examine directly the performance of individual alliances from each partner's standpoint and consider how each partners' network resources, among other factors, may influence performance levels.  By simultaneously assessing the performance of alliances from each partner's vantage point and the role of network resources and other key factors in shaping ultimate success, this study present a unique window into interorganizational activity.
Customer-Centricity as a Vehicle for Organic Growth
This body of work examines the mechanics of how firms grow profitably in commoditizing markets. Underlying the "customer-centricity" that many firms embrace today is a factor that will determine their success with this effort: enabling collaboration across their internal silos and, increasingly, with external partners. While internal integration has been an enduring theme in organizational research, in this context the nature of integration is driven not by production concerns but by external market and customer demands. The integration challenge is significant, as these drivers are not always predictable and consistent. To integrate internally, a firm must align its product-, technology-, function- or geography-based business units and operations to generate customer-focused offerings in a systemic and flexible way, without completely obliterating these silos, which are often crucial to innovation and/or house deep product and marketing expertise. Along with internal integration, firms are also seeking external partners who provide key inputs or complementary outputs that enable them to simultaneously "shrink their core" by doing less themselves and "expand their periphery" by offering a broader, integrated assortment of products and services. This poses new integration challenges as firms must find ways to improve customer-focused collaboration with external partners.  The belief is that this internal and external integration will allow the company to fully leverage the specialization and competencies of individual organizations-within and outside of the firm-to deliver greater value to customers and better bottom lines to themselves. Based on a study of nine prominent companies that are dismantling and transcending silos to become more customer-focused, I present the key enablers that shape their success, the pitfalls they face, and a model of how this journey typically unfolds.
The Architecture of the Integrated Organization
In this research I explore how organizations balance pressures for efficiency with the need to be responsive at the same time. Operating in turbulent global markets it is increasingly important for firms to embrace both global efficiency and also local responsiveness. A key imperative for them is to configure their organizational boundaries to be more porous so they can connect externally but also to be more inteconnected internally. I am researching both the structural and behavioral changes organizations must make to tackle these increasingly difficult market conditions.

Ranjay Gulati is the Paul R. Lawrence MBA Class of 1942 Professor of Business Administration and the former Unit Head of the Organizational Behavior Unit at Harvard Business School. He is an expert on leadership, strategy, and organizational issues in firms. His recent work explores leadership and strategic challenges for building high growth organizations in turbulent markets. Some of his prior work has focused on the enablers and implications of within-firm and inter-firm collaboration. He has looked at both when and how firms should leverage greater connectivity within and across their boundaries to enhance performance.

Professor Gulati is the recipient of the 2024 CK Prahalad Award for Scholarly Impact on Practice. The award “recognizes excellence in the application of theory and research in practice,” honoring a scholar whose research generates learning from practice, who authors publications that substantively affect the practice of management, and who integrates research and practice. He was ranked as one of the top ten most cited scholars in Economics and Business over a decade by ISI-Incite. The Economist, Financial Times, and the Economist Intelligence Unit have listed him as among the top handful of business school scholars whose work is most relevant to management practice. His most recent book, Deep Purpose: The Heart and Soul of High Performance Companies (Harper Collins, 2022) offer a compelling reassessment and defense of purpose as a management ethos, documenting the vast performance gains and social benefits that become possible when firms get purpose right. It was picked to be among the best business books of 2022 by Forbes, Thinkers 50, the Next Big Idea Club, and Axiom business books.  His previous managerial book,  Reorganize for Resilience: Putting Customers at the Center of Your Organization (Harvard Business Press, 2009), which was a finalist for the George Terry Best Book in Management Award, Professor Gulati explores how "resilient" companies—those that prosper both in good times and bad—drive growth and increase profitability by immersing themselves in the lives of their customers.
 
Professor Gulati is the past-President of the Business Policy and Strategy Division at the Academy of Management and an elected fellow of the Strategic Management Society. He has been a Harvard MacArthur Fellow and a Sloan Foundation Fellow. His research has been published in leading journals such as Administrative Science Quarterly, Harvard Business Review, American Journal of Sociology, Strategic Management Journal, Sloan Management Review, Academy of Management Journal, and Organization Science. He has also written for the Wall Street Journal, Forbes, strategy+business, and the Financial Times.

Professor Gulati advises and speaks to corporations large and small around the globe. He is the former Chair of Harvard Business School’s Advanced Management Program. He has received a number of awards for his teaching including the Best Professor Award for his teaching in the MBA and executive MBA programs at the Kellogg School where he was on the faculty prior to coming to Harvard.
 
He has been a frequent guest on CNBC as well as a panelist on several of their series on topics that include: the Business of Innovation, Collaboration, and Leadership Vision.  Professor Gulati holds a Ph.D. from Harvard University, a Master's Degree in Management from M.I.T.'s Sloan School of Management, and two Bachelor's Degrees, in Computer Science and Economics, from Washington State University and St. Stephens College, New Delhi, respectively.  He lives in Newton, Massachusetts.

Featured Work
Deep Purpose
The Heart and Soul of High-Performance Companies
Deep Purpose argues that a revolutionary approach to business does exist, one that delivers game-changing results for both companies and society alike: the serious and deep pursuit of purpose. In this practical book, Gulati argues that companies must embed purpose much more deeply than they currently do, treating it as a radically new operating system for the enterprise. When companies practice deep purpose, furthering their organization’s “reason for being” it can revolutionize how they do business and deliver impressive performance benefits that reward customers, suppliers, employees, shareholders, and communities.
Investing in Growth Through Uncertainty
When faced with disruptions and downturns, many leaders and companies instinctively focus on cutting costs to maintain profitability. But some identify opportunities and then take thoughtful action to emerge from crisis even stronger. That means not only planning for worst-case scenarios and pressure-testing operational and financial health but also staying alert for ways to find a winning edge and making needed investments. Those leaders do so by fostering three mindsets: sensemaking in crisis, a bootstrap ethic, and stakeholder balance.
To See the Way Forward, Look Back
Most business leaders focus on the future much more than on the past, believing that their job is to embrace disruption and innovation, transform their organizations, and explore new frontiers. But decades of research on companies worldwide shows that most successful ones are also guided by core values and a clear purpose. These can often be uncovered by conducting a thorough audit of a company’s history, original value statements, and purpose. Then leaders can decide what to preserve and what to let go—celebrating and collaborating around the good while acknowledging and moving on from the bad.
It's not a Great Resignation—Its a Great Rethink
Unsettled by the pandemic, most people are considering our jobs with fresh perspective. Some are quitting, in what has been dubbed the Great Resignation. But, for many, it’s more of a Great Rethink. Do we really like our employers’ culture? Do we feel that we’re fairly treated and have the advancement opportunities we want? Most profoundly, does our work feels as meaningful as we’d like it to? For those answering no to any of these questions, research into “deep purpose” organizations has unearthed some strategies that individuals can use to find more meaning in their careers and lives. First, know your personal purpose and then evaluate whether you really need it on the job or can find it elsewhere. If you do, try job-crafting to align your responsibilities with that purpose and evaluate your boss and employer to make sure they can support you in that endeavor. If after all that you still cannot find meaning, it might be time to consider moving on.
The Messy but Essential Pursuit of Purpose
Most forward-thinking executives have embraced the notion that purpose-driven companies can solve social and environmental problems while also generating wealth, creating win-win outcomes that benefit everyone. But ideal solutions are rare. Many purpose-driven companies revert to a profit-first strategy if the going gets tough. Others doggedly pursue purpose but then find that their businesses are unsustainable. Using case studies on Etsy, Livongo, and other diverse companies, the author offers practical examples that leaders can use to think creatively about how to deliver as much benefit as possible to all their stakeholders.
The Soul of a Start-Up
There’s an essential, intangible something in start-ups—an energy, a soul. Company founders sense its presence. So do early employees and customers. It inspires people to contribute their talent, money, and enthusiasm and fosters a sense of deep connection and mutual purpose. As long as this spirit persists, engagement is high and start-ups remain agile and innovative, spurring growth. But when it vanishes, ventures can falter, and everyone perceives the loss—something special is gone.
Structure That's Not Stifling
How to give your people essential direction—without shutting them down
Leaders know they need to give people room to be their best, to pursue unconventional ideas, and to make smart decisions in the moment. It’s been said so often that it’s a cliché. But here’s the problem: Executives have trouble resolving the tension between employee empowerment and operational discipline. This challenge is so difficult that it ties companies up in knots. Indeed, it has led to decades’ worth of management experiments, from matrix structures to self-managed teams. None of them has offered a clear answer.
Start-Ups That Last
How to Scale Your Business
Why do so many start-ups that seem to have it all—customers, cash, a promising outlook—run off the rails? Ask a venture capitalist, and you’ll probably hear that they have trouble “scaling.”
Management

Today's managers are confronted with more dynamic challenges and opportunities than every before—through the need to harness technological advances, lead a dispersed and diverse workforce, anticipate and react to constant competitive and geopolitical change on a global scale, and operate in a socially responsible and accountable manner. In response to the changing business landscape, this textbook proposes a shift from traditional Principles of Management textbooks in that it takes a more holistic and integrated approach.

Recent Publications
Books
Journal Articles
Book Chapters
  • Gulati, Ranjay, and Maxim Sytch. "Markets as Networks: The Dynamics and Implications of Interorganizational Network Structures." In The Palgrave Encyclopedia of Strategic Management. Continuously updated edition, edited by Mie Augier and David J. Teece. Palgrave Macmillan, 2019. Electronic. (Pre-published, October 2013 and updated in 2014.) View Details
  • Silvestri, Luciana, and Ranjay Gulati. "From Periphery to Core: A Process Model for Embracing Sustainability." In Leading Sustainable Change: An Organizational Perspective, edited by Rebecca Henderson, Ranjay Gulati, and Michael Tushman. Oxford University Press, 2015. View Details
  • Gulati, Ranjay, and Sameer Srivastava. "Bringing Agency Back Into Network Research: Constrained Agency and Network Action." In Contemporary Perspectives on Organizational Social Networks. Vol. 40, edited by Dan Brass, Giuseppe Labianca, Ajay Mehra, Daniel S. Halgin, and Stephen P. Borgatti, 73–94. Research in the Sociology of Organizations. Emerald Group Publishing, 2014. View Details
  • Gulati, Ranjay. "Creating Superior Customer Value in a Connected World." In Business Network Transformation: Strategies to Reconfigure Your Business Relationships for Competitive Advantage, edited by Jeffrey Word. Jossey-Bass, 2009. View Details
  • Gulati, Ranjay, Dania Dialdin, and Lihua Wang. "Organizational Networks." In Blackwell Companion to Organizations, edited by J.A.C. Baum, 281–303. Boston: Blackwell Publishers, 2002. View Details
  • Gulati, Ranjay, and James Gillespie. "Alliances and Joint Ventures." In International Encyclopedia of the Social and Behavioral Sciences, edited by Neil J. Smelser and Paul B. Baltes, 392–397. Elsevier Science, 2001. View Details
  • Gulati, Ranjay, and Ed Zajac. "Reflections on the Study of Strategic Alliances." In Cooperative Strategy, edited by D. Faulkner and M. De Rond, 365–374. Oxford University Press, 2000. View Details
  • Nohria, Nitin, and Ranjay Gulati. "Firms and Their Environments." In Handbook of Economic Sociology, edited by N. Smelser and R. Swedberg, 529–555. Princeton, NJ: Princeton University Press, 1994. View Details
Manuscripts under preparation and in revision
  • Gulati, Ranjay, Franz Wohlgezogen, and Emily Tedards. "Future Trends in Agile Organizational Design." 2024. (Work in Progress.) View Details
  • Gulati, Ranjay, Emily Tedards, and David Shin. "From Interpersonal to Interorganizational Trust: How an Industry Consortium Transformed Itself and its Industry." 2024. (Work in Progress.) View Details
  • Gulati, Ranjay. Cultivating Courage. HarperCollins, forthcoming. (Book Manuscript in Preparation for Harper Collins.) View Details
  • Gulati, Ranjay, Franz Wohlgezogen, and David Shin. "Measuring the Impact of Purpose." Working Paper, 2024. View Details
  • Gulati, Ranjay. "Scaling New Ventures for Successful Growth." Working Paper, 2024. View Details
  • Gulati, Ranjay, and Luciana Silvestri. "Brokerage and Cognition: Driving Integration at the Limits of Formal Structure." 2024. (Work in Progress.) View Details
  • Raffaelli, Ryan, Tiona Zuzul, Ranjay Gulati, and Jan Rivkin. "Transforming the Federal Bureau of Investigation: Outcome and Process Framing." Harvard Business School Working Paper, No. 16-084. (Revise and Resubmit.) View Details
HBS Teaching Materials
Presentations
  • Gulati, Ranjay. "Trust between Individuals and Organizations." Academy of Management Annual Meeting, August 2019. View Details
  • Gulati, Ranjay. "Dynamics of Young Venture Development." Paper presented at the University of Chicago, Booth School of Business Seminar, 2017. View Details
  • Gulati, Ranjay. "Dynamics of Young Venture Development." Lecture at the New Directions Lectures, Stanford University, Management Science and Engineering Dept., Stanford, CA, 2017. View Details
  • Gulati, Ranjay, Martina Luetkewitte, and Thomas Mellewigt. "Familiar vs. Trusted Partners: Relationship Length and Strength In Interfirm Contract Design." Paper presented at the Academy of Management Annual Meeting, Vancouver, BC, Canada, August 2015. View Details
  • Gulati, Ranjay. "A New Look at Corporate Parenting: Linking Structure and Cognition in the Multibusiness Firm." Paper presented at the Academy of Management Annual Meeting, Philadelphia, PA, August 2014. View Details
  • Gulati, Ranjay, and Pavel Zhelyazkov. "After the Break-Up: The Relational and Reputational Consequences of Withdrawals from VC Syndicates." Paper presented at the Academy of Management Annual Meeting, Philadelphia, PA, August 2014. View Details
  • Gulati, Ranjay. "Rethinking the Architecture of Global Corporations." Paper presented at the Strategic Management Society Annual International Conference, Madrid, September 2014. View Details
  • Gulati, Ranjay. "Dynamics of Social Structure: Implications for Collaboration and Innovation." Paper presented at the Academy of Management Annual Meeting, Lake Buena Vista, FL, August 2013. View Details
  • Gulati, Ranjay. "How Compliance and Networks Shape Status." Paper presented at the Academy of Management Annual Meeting, Lake Buena Vista, FL, August 9–13, 2013. View Details
  • Gulati, Ranjay. "Going into the Field: How Experiential Methods Complement Case-Based Teaching." Paper presented at the Academy of Management Annual Meeting, Orlando, FL, August 2013. View Details
  • Gulati, Ranjay. "Unleashing the Marketing Potential of Your Organization." Paper presented at the Marketing Science Institute Conference, Boston, April 2012. View Details
  • Gulati, Ranjay, Franz Wohlgezogen, and Pavel Zhelyazkov. "Willing and Able? Cooperation and Coordination in Strategic Alliances." Paper presented at the Academy of Management Annual Meeting, San Antonio, August 2011. View Details
  • Gulati, Ranjay, and Luciana Silvestri. "Compensatory Fit in Integrated Architectures: The Upside of Structural Ambiguity." Paper presented at the Trans-Atlantic Doctoral Conference, London Business School, London, UK, 2010. View Details
  • Gulati, Ranjay. "Reorganize for Resilience: Putting Customers at the Center of Your Organization to Realize Profitable Growth." Paper presented at the Midwest ACG Capital Connection, Association for Corporate Growth, Chicago, IL, October 19, 2010. View Details
  • Gulati, Ranjay. "The Micro-Foundations of Performance in Vertical Relationships." Paper presented at the Academy of Management Annual Meeting, Montreal, August 2010. View Details
  • Gulati, Ranjay. "Trust Within and Between Firms." Paper presented at the Academy of Management Annual Meeting, Montréal, Canada, August 2010. View Details
  • Gulati, Ranjay. "Service Supremacy: The New Economic Elixir." Paper presented at the TieCon (The Indus Entrepreneurs Annual Conference), Outer Realm Series, San Francisco, May 14, 2010. View Details
  • Gulati, Ranjay. "Reorganize for Resilience: Putting Customers at the Center of Your Organization to Realize Profitable Growth." , May 13, 2010. View Details
  • Gulati, Ranjay. "Growth Strategies in Turbulent Markets." Confederation of Indian Industry, New Delhi, India, February 11, 2010. View Details
  • Gulati, Ranjay. "Interorganizational Trust." 5th Workshop on Trust Within and Between Organizations, European Institute for Advanced Studies in Management, Madrid, Spain, January 28–29, 2010. View Details
  • Gulati, Ranjay. "The Rise and Fall of Small Worlds." John M. Olin School of Business, May 1, 2009. (Olin School of Business, Washington University, St. Louis.) View Details
  • Gulati, Ranjay. "Network Interdependencies: Relationships Between Venture Capital and Strategic." Paper presented at the Academy of Management Annual Meeting, Chicago, IL, August 7–11, 2009. View Details
  • Gulati, Ranjay. "The Evolution of Collaborative Networks: The Dynamics of Social Structure and Knowledge Diffusion." Paper presented at the Academy of Management Annual Meeting, Chicago, 2009. View Details
  • Gulati, Ranjay. "Network Evolution and Dynamics." Paper presented at the Academy of Management Annual Meeting, Anaheim, CA, August 8–13, 2008. (Co-organizer of PDW at Academy of Management Annual Meeting.) View Details
  • Gulati, Ranjay. "Using M&A as a Context to Study Knowledge Transfer, Learning, and Coordination in Organizations." Paper presented at the Academy of Management Annual Meeting, Anaheim, CA, August 8–13, 2008. (Speaker at PDW.) View Details
  • Gulati, Ranjay. "New Insights into Theories of Entrepreneurship Through New Questions to Ask." Paper presented at the Academy of Management Annual Meeting, Anaheim, CA, August 8, 2008–August 13, 2013. (Speaker at PDW.) View Details
  • Gulati, Ranjay. "Where Do Brokers Come From?" Paper presented at the Academy of Management Annual Meeting, Anaheim, CA, August 8–13, 2008. View Details
  • Gulati, Ranjay. "'Charting' to Their Full Potential? Exploring Physician's Adoption of Electronic Health Records." Paper presented at the Academy of Management Annual Meeting, Anaheim, CA, August 8–13, 2008. View Details
  • Gulati, Ranjay. "The Management of Alliance Portfolios and Their Performance Implications." Paper presented at the Academy of Management Annual Meeting, Philadelphia, PA, 2007. (Member of PDW.) View Details
  • Gulati, Ranjay. "Flocking Together: Examining the Role of Homophily in Economic Exchange Relationships." Paper presented at the Academy of Management Annual Meeting, Philadelphia, PA, 2007. View Details
  • Gulati, Ranjay. "Bridging Rigor and Relevance in Management Research." Paper presented at the Sumantra Ghoshal Conference, London Business School, London, May 2007. View Details
  • Gulati, Ranjay. "Renewal Through Reorganization: The Value of Inconsistencies Between Formal and Informal Organization." Paper presented at the Organization Science Special Issue Conference, Chicago, 2007. View Details
  • Gulati, Ranjay. "On the Interface Between Research and Practice: Experiences in Executing Engaged Research." Paper presented at the Academy of Management Annual Meeting, Atlanta, GA, 2006. View Details
  • Gulati, Ranjay. "Coordinating Centralized Information and Decentralized Decision Making." Paper presented at the Academy of Management Annual Meeting, Atlanta, GA, 2006. View Details
  • Gulati, Ranjay. "Dependence Asymmetry and Joint Dependence in Interorganizational Relationships." Paper presented at the Academy of Management Annual Meeting, Atlanta, GA, 2006. View Details
  • Gulati, Ranjay. "Interorganizational Embeddedness and the Reach, Richness, and Receptivity of Network Resources." Paper presented at the Academy of Management Annual Meeting, Honolulu, HI, 2005. View Details
  • Gulati, Ranjay. "Learning from Samples of Millions or More: Overcoming Organizational Barriers to Inferential Learning." Paper presented at the Academy of Management Annual Meeting, Honolulu, HI, 2005. View Details
  • Gulati, Ranjay. "The Architecture of Organizational Dualities." Paper presented at the Academy of Management Annual Meeting, New Orleans, LA, 2004. View Details
  • Gulati, Ranjay. "Multifirm Strategic Alliance Formation: Configural and Geometric Perspectives." Paper presented at the Academy of Management Annual Meeting, New Orleans, LA, 2004. View Details
  • Gulati, Ranjay. "The Duality of Network Capability: Reach Versus Richness." Paper presented at the Academy of Management Annual Meeting, New Orleans, LA, 2004. View Details
  • Gulati, Ranjay. "Interorganizational Trust." Workshop on Trust Within and Between Organizations, European Institute for Advanced Studies in Management, Amsterdam, Holland, 2003. View Details
  • Gulati, Ranjay. "Stacking the Deck: The Effects of Upper Echelon Affiliations for Entrepreneurial Firms." Paper presented at the Academy of Management Annual Meeting, Seattle, WA, 2003. View Details
  • Gulati, Ranjay. "The Contingency of Partnering Experience and the Gains From Alliances." Paper presented at the Academy of Management Annual Meeting, Seattle, WA, 2003. View Details
  • Gulati, Ranjay. "Learning in Alliances: New Methodologies, New Directions." Paper presented at the Academy of Management Annual Meeting, Seattle, WA, 2003. View Details
  • Gulati, Ranjay. "Getting Off to a Good Start: The Effects of Upper Echelon Affiliations on Interorganizational Endorsements and IPO Success." Paper presented at the Brigham Young University-University of Utah Winter Strategy Conference, 2003. View Details
  • Gulati, Ranjay. "The 21st Century Corporation: How Digital Technologies Affect Corporate Transformation and Performance." Academy of Management Annual Meeting, Denver, CO, 2002. View Details
  • Gulati, Ranjay. "Relational and Market-Based Legitimation of Internet IPOs." Paper presented at the Academy of Management Annual Meeting, Denver, CO, 2002. View Details
  • Gulati, Ranjay. "Strategy and Entrepreneurship: What Changes in the Digital Economy? Interorganizational Partnerships in the Digital Economy." Paper presented at the Academy of Management Annual Meeting, Showcase Symposium, Washington, DC, 2001. View Details
  • Gulati, Ranjay. "Trust in Business-to-Business Relationships: Combining Social and Electronic Networks." Paper presented at the Academy of Management Annual Meeting, Washington, DC, 2001. View Details
  • Gulati, Ranjay. "Size of the Pie and Share of the Pie: Implications of Structural Embeddedness for Value Creation and Value Appropriation in Joint Ventures." Paper presented at the Academy of Management Annual Meeting, Washington, DC, 2001. View Details
  • Gulati, Ranjay. "The Brave New World of Wireless Web." Paper presented at the Netcentricity Conference, University of Maryland, Robert H. Smith School of Business, 2001. View Details
  • Gulati, Ranjay. "The Effect of IPO Team Ties on Investment Bank Affiliation and IPO Success." Paper presented at the Harvard Conference on Entrepreneurship, Cambridge, MA, 2000. View Details
  • Gulati, Ranjay. "Obstacles and Issues in Getting the Right Mix Between Bricks and Clicks in the New Economy." Paper presented at the Joint Kellogg-Wharton Conference on E-business, Philadelphia, 2000. View Details
  • Gulati, Ranjay. "The Effect of IPO Team Ties on Investment Bank Affiliation and IPO Success." Paper presented at the Academy of Management Annual Meeting, Toronto, 2000. View Details
  • Gulati, Ranjay. "Is the Network an Appropriate Unit of Analysis?" Paper presented at the Brigham Young University-University of Utah Winter Strategy Conference, 2000. View Details
  • Gulati, Ranjay. "Organizing Vertical Networks: A Design Perspective." Paper presented at the Strategy Research Forum, Boston, MA, 1999. View Details
  • Gulati, Ranjay. "Networks and Firm Capabilities." Paper presented at the Strategic Management Society Annual International Conference, Orlando, 1998. View Details
  • Gulati, Ranjay. "The Dynamic Evolution of Interorganizational Networks." Paper presented at the Academy of Management Annual Meeting, San Diego, CA, 1998. View Details
  • Gulati, Ranjay. "The Dark Side of Embeddedness: An Examination of the Influence of Direct and Indirect Board Interlocks and CEO/Board Relationships on Interfirm Alliances." Paper presented at the Academy of Management Annual Meeting, San Diego, CA, 1998. View Details
  • Gulati, Ranjay. "Network Location and Learning: The Influence of Network Resources and Firm Capabilities on Alliance Formation." Paper presented at the Academy of Management Annual Meeting, San Diego, CA, 1998. View Details
  • Gulati, Ranjay. "Different Strokes for Different Folks: Towards a Contingent Theory of Network Effects." Paper presented at the INFORMS Annual Meeting, Dallas, October 26–29, 1997. View Details
  • Gulati, Ranjay. "Organizing Vertical Networks: A Design Perspective." Paper presented at the Academy of Management Annual Meeting, Boston, MA, 1997. View Details
  • Gulati, Ranjay. "The Architecture of Cooperation: Managing Coordination Uncertainty and Interdependence in Strategic Alliances." Paper presented at the Academy of Management Annual Meeting, Boston, 1997. View Details
  • Gulati, Ranjay. "Where do Interorganizational Networks Come From?" Paper presented at the Academy of Management Annual Meeting, Boston, MA, 1997. View Details
  • Gulati, Ranjay. "Where do Interorganizational Networks Come From?" Paper presented at the Conference on the Management of Durable Relations, Utrecht, Holland, 1997. View Details
  • Gulati, Ranjay. "Trust and Opportunism in Interorganizational Collaboration." Paper presented at the Academy of Management Annual Meeting, Showcase Symposium, Cincinnati, 1996. View Details
  • Gulati, Ranjay. "The Institutionalization of Total Quality Management: The Emergence of Normative TQM Adoption and the Consequences for Organizational Legitimacy and Performance." Paper presented at the Academy of Management Annual Meeting, Cincinnati, OH, 1996. View Details
  • Gulati, Ranjay. "A Network Structuration Theory of Interorganizational Ties." Conference on Sociology and Strategy, INSEAD, 1996. View Details
  • Gulati, Ranjay. "Social Structure and Alliance Formation Patterns: A Longitudinal Analysis." Paper presented at the Academy of Management Annual Meeting, Vancouver, BC, 1995. View Details
  • Gulati, Ranjay. "What Is the Optimum Amount of Organizational Slack? A Study of the Relationship Between Slack and Innovation in Multinational Firms." Paper presented at the Academy of Management Annual Meeting, Vancouver, 1995. View Details
  • Gulati, Ranjay. "Alliances as Learning Races." Paper presented at the Academy of Management Annual Meeting, Dallas, TX, 1994. View Details
  • Gulati, Ranjay. "Transaction Costs and Contractual Choice in Alliances: Implications of Repeated Ties." Paper presented at the Academy of Management Annual Meeting, Atlanta, GA, 1993. View Details
  • Gulati, Ranjay. "The Dynamics of Alliance Formation: Which Firms Enter into Alliances with Each Other?" Paper presented at the Academy of Management Annual Meeting, Atlanta, GA, 1993. View Details
  • Gulati, Ranjay. "Managing Cooperative Alliances." Paper presented at the Strategic Management Society Annual International Conference, London, 1992. View Details
  • Gulati, Ranjay. "Mutually Assured Alliances." Paper presented at the Academy of Management Annual Meeting, Las Vegas, NV, 1992. View Details
Research Summary
Research Summary
My research has focused on interorganizational relationships, with an emphasis on interfirm strategic alliances, which include voluntary exchange or co-development of products, technologies, or services between firms.  I examine the factors that influence the critical decisions firms face -- the number of alliances they enter, their choice of partners, and the governance structure they use to formalize alliances. I also consider social and behavioral influences on the performance of such alliances.  In each of these areas, I extend the dyadic focus on individual relationships by considering the implications of the interorganizational networks in which firms are located. In some recent research, I have extended this relational perspective to the study of intra-firm collaboration and looked at how firms develop closely integrated business systems to adapt to changing market imperatives. A description of some of ongoing research projects follows:
Dynamics of Network Formation
An ongoing research project with my doctoral students extends my previous line of inquiry by examining some of the evolutionary dynamics of small-world networks. Diverging from recent research that has analyzed static small worlds, we have adopted a dynamic view of the development and ultimate dissolution of such networks. We also consider the micro-level behavioral dynamics underlying the development of these pervasive social systems; some of these dynamics result in the formation of local ties, which agglomerate into tightly linked clusters, while others generate bridging ties between those clusters.
Governance of Interorganizational Exchange
In a series of papers, I examine the antecedents and consequences of governance choices in exchange relations. Using data from the automotive industry, a coauthor and I have examined the dynamics associated with the social and contractual structure of sourcing relationships in this context. We develop a theory about (1) when and how pre-existing trust-the level of trust established prior to the current exchange-complements governance in directly enhancing exchange performance regardless of the governance structure used and (2) when and how pre-existing trust leads to the substitution of one governance mode for another, which may in turn shape exchange performance indirectly. In another co-authored study I am investigating the extent to which firms exchange information among their internal units versus with their external suppliers of components. Our findings confirm my prior field observations that in many instances the extent of information exchanged is actually lower among internal units than between the firm and its external suppliers. However, we also find that this reduced level of information exchange does not have a significant effect on the performance of the relationship.  We develop a theory to explain these findings. In a separate, conceptual paper my coauthor and I reexamine the traditional assumption of make and buy as mutually exclusive choices. We present an integrated theory of plural sourcing, wherein firms use multiple governance modes simultaneously to procure the same input.
Network Resources and the Performance of Interorganizational Exchange
My recent book (Managing Network Resources, Oxford University Press) introduced the idea of "network resources," valuable assets that accrue to a firm not from within its boundaries but from its ties to key external constituents including but not limited to partners, suppliers, and customers. As a follow up to this work, my coauthors and I are using a large-scale multi-respondent survey dataset to examine directly the performance of individual alliances from each partner's standpoint and consider how each partners' network resources, among other factors, may influence performance levels.  By simultaneously assessing the performance of alliances from each partner's vantage point and the role of network resources and other key factors in shaping ultimate success, this study present a unique window into interorganizational activity.
Customer-Centricity as a Vehicle for Organic Growth
This body of work examines the mechanics of how firms grow profitably in commoditizing markets. Underlying the "customer-centricity" that many firms embrace today is a factor that will determine their success with this effort: enabling collaboration across their internal silos and, increasingly, with external partners. While internal integration has been an enduring theme in organizational research, in this context the nature of integration is driven not by production concerns but by external market and customer demands. The integration challenge is significant, as these drivers are not always predictable and consistent. To integrate internally, a firm must align its product-, technology-, function- or geography-based business units and operations to generate customer-focused offerings in a systemic and flexible way, without completely obliterating these silos, which are often crucial to innovation and/or house deep product and marketing expertise. Along with internal integration, firms are also seeking external partners who provide key inputs or complementary outputs that enable them to simultaneously "shrink their core" by doing less themselves and "expand their periphery" by offering a broader, integrated assortment of products and services. This poses new integration challenges as firms must find ways to improve customer-focused collaboration with external partners.  The belief is that this internal and external integration will allow the company to fully leverage the specialization and competencies of individual organizations-within and outside of the firm-to deliver greater value to customers and better bottom lines to themselves. Based on a study of nine prominent companies that are dismantling and transcending silos to become more customer-focused, I present the key enablers that shape their success, the pitfalls they face, and a model of how this journey typically unfolds.
The Architecture of the Integrated Organization
In this research I explore how organizations balance pressures for efficiency with the need to be responsive at the same time. Operating in turbulent global markets it is increasingly important for firms to embrace both global efficiency and also local responsiveness. A key imperative for them is to configure their organizational boundaries to be more porous so they can connect externally but also to be more inteconnected internally. I am researching both the structural and behavioral changes organizations must make to tackle these increasingly difficult market conditions.
Teaching
Designing and Executing Corporate Revitalization
Given today's turbulent environment, business leaders are seeking a new path to success for their companies. But while many firms talk about transforming themselves around current trends such as digitization and remote work, most struggle when it comes to actually executing a transformation. In this program, you will explore the multiple dimensions of corporate revitalization, including strategy, finance, organization, culture, and the leader's role. Whether your company seeks to maximize and fulfill its potential or requires radical intervention, you will develop and strengthen your ability to address major corporate challenges proactively, make the right strategic moves, and lead a revitalization effort that establishes a firm foundation for growth.
Related Link: https://www.exed.hbs.edu/designing-executing-corporate-revitalization/
Driving Organizational Agility - Virtual
Today's businesses must be alert to changes in the external environment, develop competitive strategies quickly—and adapt the organization to execute. In this virtual program, you'll explore organizational structures and processes that have enabled businesses to change direction quickly and manage successful execution of ever-shifting strategies. You will also learn how to embed agility into your organization's DNA as you shape your strategy, your organization, and your people. Acquiring a deeper understanding of the role of leaders in mobilizing and driving change, you will emerge ready to propel higher levels of responsiveness throughout your organization.
Related Link: https://www.exed.hbs.edu/driving-organizational-agility-virtual/
Turnarounds and Transformation (formerly Entrepreneurial Management in a Turnaround Environment)
The focus of this course is the leader as a strategist, architect, decision maker, and change agent in a turnaround or transformation environment. This course is intended for students pursuing a range of career options as business operators, investors, and/or consultants. First, it would be of interest to those who at some point in their career see themselves as a CEO or senior manager potentially leading a troubled enterprise (small, medium, or large) through a crisis or through significant performance transformation. Secondly, it would be important for investors who may be in distressed, special situations, or restructuring-oriented investing or would be investing in assets needing significant performance improvement. Finally, it will be of value to those who expect to support or interface with troubled enterprises as management consultants or as a restructuring advisors.
Keywords: Transformation
Related Link: https://www.hbs.edu/coursecatalog/1636.html
Awards & Honors
Winner of the 2023 Axiom Business Book Award Bronze Medal in the Business Ethics category for Deep Purpose (Harper Business, 2022).
Deep Purpose (Harper Business, 2022) included as one of the Next Big Idea Club’s 2022 Best Management Books.
Deep Purpose included as one of the Thinkers50 Best New Management Books of 2022.
Deep Purpose (Harper Business, 2022) included as one of the Next Big Idea Club’s 2022 Books We Can't Wait to Read.
Deep Purpose (Harper Business, 2022) included as one of the Porchlight Business Bestsellers of 2022.
Winner of the 2019 Strategic Management Society (SMS) Annual Conference Best Research Methods Paper Award for “Cognitive Framing and Capability Development at the Federal Bureau of Investigation,” with Tiona Zuzul, Ryan Raffaelli, and Jan Rivkin.
Finalist for the 2019 Strategic Management Society (SMS) Annual Conference Best Paper Award for “Cognitive Framing and Capability Development at the Federal Bureau of Investigation” with Tiona Zuzul, Ryan Raffaelli, and Jan Rivkin.
Named a Birla Fellow in 2012.
Won the 2012 Sumantra Ghoshal Award for Rigour and Relevance in the Study of Management from London Business School.
Elected a fellow of the Strategic Management Society in 2009.
Won the 2007–2008 Kellogg-Schulich Executive MBA Program Best Professor Award.
Won the 1996 Best Paper Award from the Organization and Management Theory Division of the Academy of Management for "Customization or Conformity? An Institutional and Network Perspective on the Content and Consequences of TQM Adoption" with James Westphal and Steve Shortell (Administrative Science Quarterly, June 1997).
Named a Harvard MacArthur Fellow for 1992–1993.
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