Ranjay Gulati
Jaime and Josefina Chua Tiampo Professor of Business Administration
Unit Head, Organizational Behavior
Chair, Advanced Management Program
Ranjay Gulati is the Jaime and Josefina Chua Tiampo Professor and the 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 Chair of Harvard Business School’s Advanced Management Program. He has directed several executive education programs on such topics as Building and Leading Customer Centric Organizations, Managing Customer Relationships, Managing Strategic Alliances, Mergers & Acquisitions, and Sustaining Competitive Advantage in Turbulent Markets. He is also active in custom executive education. 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.
In his recent 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, he 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. Based on more than a decade of research in a range of industries including manufacturing, retail, professional services, media, information technology, and healthcare, the book uncovers the path to resilience by showing companies how to break down internal barriers that impede action, build bridges across divisions, and create a network of collaborators. His previous book, Managing Network Resources: Alliances, Affiliations, and other Relational Assets (Oxford University Press, 2007), examines the implications of firms’ growing portfolio of inter-firm connections. He demonstrates how firms increasingly are scaling back what they consider to be their core activities, and at the same time expanding their array of offerings to customers by entering into a web of collaborations. He has also co-edited two books that focus on the dynamics of competition in emerging technology-intensive industries.
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 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. 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 sits on the editorial board of several leading journals including Administrative Science Quarterly and Strategic Management Journal. He was a co-editor of a special issue of the Strategic Management Journal on Alliances and Strategic Networks in 2000 and will be co-editing a special issue on Organizational Architecture that will appear in 2012. He will also be guest-editing a special issue of the Academy of Management Journal on Relational Pluralism next year.
Professor Gulati advises and speaks to corporations large and small around the globe. Some of his representative speaking and consulting clients include: GE, SAP, Novartis, Bank of China, Sanofi Aventis, Caterpillar, Allergan, Metlife, Target, Hitachi, Novartis, Honda, Qualcomm, Aetna, Future Brands, Ford, Seyfarth Shaw, LaFarge, McGraw-Hill, Rockwell Collins, Merck, General Mills, Abbott Laboratories, Baxter, Credit Suisse, and Microsoft. He has served on the advisory boards of several startup companies and has appeared as an expert witness in business litigations.
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.
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Text Book
| Forthcoming
Principles of Management
Ranjay Gulati, Anthony Mayo and Nitin Nohria
Citation: Gulati, Ranjay, Anthony Mayo, and Nitin Nohria. Principles of Management. First Edition. Cengage Learning, forthcoming.
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Text Book
| 2012
Principles of Management
Ranjay Gulati, Anthony Mayo and Nitin Nohria
Citation: Gulati, Ranjay, Anthony Mayo, and Nitin Nohria. Principles of Management. Preliminary Edition. Cengage Learning, 2012.
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Book
| 2010
Reorganize for Resilience: Putting Customers at the Center of Your Organization
Ranjay Gulati
In an era of raging commoditization and eroding profit margins, survival depends on resilience: staying one step ahead of your customers. Sure, most companies say they're "customer focused," but they don't deliver solutions to customers' thorniest problems. Why? Because they're stymied by the rigid "silos" they're organized around. In Reorganize for Resilience, Ranjay Gulati reveals how resilient companies prosper both in good times and bad, driving growth and increasing profitability by immersing themselves in the lives of their customers. This book shows how resilient organizations cut through internal barriers that impede action, build bridges between warring divisions, and transform former competitors into collaborators. Based on more than a decade of research in a variety of industries, and filled with examples from companies including Cisco Systems, La Farge, Starbucks, Best Buy, and Jones Lang LaSalle, Gulati explores the five levers of resilience: 1) Coordination: connect, eradicate, or restructure silos to enable swift responses. 2) Cooperation: foster a culture that aligns all employees around the shared goals of customer solutions. 3) Clout: redistribute power to "bridge builders" and customer champions. 4) Capability: develop employees' skills at tackling changing customer needs. 5) Connection: blend partners' offerings with yours to provide unique customer solutions.
Keywords: Competency and Skills;
Customer Focus and Relationships;
Profit;
Organizational Culture;
Organizational Structure;
Cooperation;
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Book
| 2007
Managing Network Resources: Alliances, Affiliations, and Other Relational Assets
Ranjay Gulati
Keywords: Management;
Networks;
Alliances;
Relationships;
Assets;
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Book
| 2002
Kellogg on Technology and Innovation
Ranjay Gulati, Mohanbir S. Sawhney and Anthony Paoni
Keywords: Technology;
Innovation and Invention;
Food and Beverage Industry;
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Book
| 2001
TechVenture: New Rules on Value and Profit from Silicon Valley
Mohanbir S. Sawhney, Ranjay Gulati and Anthony Paoni
Keywords: Technology;
Business Ventures;
Governing Rules, Regulations, and Reforms;
Value;
Profit;
California;
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Book
| 2000
Kellogg TechVenture
Mohanbir S. Sawhney and Ranjay Gulati
Keywords: Technology;
Business Ventures;
Food and Beverage Industry;
Citation: Sawhney, Mohanbir S., and Ranjay Gulati, eds. Kellogg TechVenture. Nminds Publications, 2000. Electronic.
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Article
| Academy of Management Annals
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The Two Facets of Collaboration: Cooperation and Coordination in Strategic Alliances
Ranjay Gulati, Franz Wohlgezogen and Pavel Zhelyazkov
This paper unpacks two underspecified facets of collaboration: cooperation and coordination. Prior research has emphasized cooperation, and specifically the partners' commitment and alignment of interests, as the key determinant of collaborative success. Scholars have paid less attention to the critical role of coordination—the effective alignment and adjustment of the partners' actions. To redress this imbalance, we conceptually disentangle cooperation and coordination in the context of inter-organizational collaboration, and examine how the two phenomena play out in the partner selection, design, and post-formation stages of an alliance's life cycle. As we demonstrate, a coordination perspective helps resolve some empirical puzzles, but it also represents a challenge to received wisdom grounded in the salience of cooperation. To stimulate future research, we discuss alternative conceptualizations of the relationship between cooperation and coordination, and elaborate on their normative implications.
Keywords: Alliances;
Social and Collaborative Networks;
Cooperation;
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Article
| Academy of Management Journal
| Forthcoming
Signals across Multiple Networks: How Venture Capital and Alliance Networks Affect Interorganizational Collaboration
Umit Ozmel, Jeffrey J. Reuer and Ranjay Gulati
In this paper, we examine the contingent effects of signals generated by different types of networks on new ventures' formation of future strategic alliances. We argue that the signaling value of a given tie in reducing adverse selection is more pronounced when another type of tie is lacking. In particular, we suggest that signals associated with (i) a new venture's affiliations with venture capitalists (VCs) that have prominent positions in syndicate networks and (ii) a new venture's prominent position in alliance networks resulting from previous alliances offer redundant benefits. As a result, the positive effect of VC prominence in determining a new venture's future alliance formation diminishes as the new venture's prominence in alliance networks increases. Evidence from biotech alliances between new ventures and established companies provides support for our theory.
Citation: Ozmel, Umit, Jeffrey J. Reuer, and Ranjay Gulati. "Signals across Multiple Networks: How Venture Capital and Alliance Networks Affect Interorganizational Collaboration." Academy of Management Journal (forthcoming).
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Article
| Strategic Management Journal
| Forthcoming
How Much to Make and How Much to Buy? Explaining Plural Sourcing Strategies
Phanish Puranam, Ranjay Gulati and Sourav Bhattacharya
While many theories of the firm seek to explain when firms make rather than buy, in practice, firms often make and buy the same input-they engage in plural sourcing. We argue that explaining the mix of external procurement and internal sourcing for the same input requires a consideration of complementarities across and constraints within modes of procurement. We create analytical foundations for making empirical predictions about when plural sourcing is likely to be optimal and why the optimal mix of internal and external sourcing may vary across situations. Our framework also proves useful for assessing the possible estimation biases in transaction level make-or-buy studies arising from ignoring complementarities and constraints.
Keywords: Supply Chain;
Forecasting and Prediction;
Framework;
Prejudice and Bias;
Mathematical Methods;
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Article
| Organization Science
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Toward a Theory of Extended Contact: The Incentives and Opportunities for Bridging Across Network Communities
Maxim Sytch, Adam Tatarynowicz and Ranjay Gulati
This study investigates the determinants of bridging ties within networks of interconnected firms. Bridging ties are defined as nonredundant connections between firms located in different network communities. We highlight how firms can enter into these relationships because of the incentives and opportunities for action that are embedded in the existing network structure. Specifically, we propose that the dynamics of proximate network structures, which reflect firms' and their partners' direct connections, affect the formation of bridging ties by shaping the value-creation and value-distribution incentives for bridging. We also argue that the evolving global network structure affects firms' propensity to form bridging ties by shaping the structural opportunities for bridging. We test our theory using the network of partnership ties among firms in the global computer industry from 1991 to 2005. We find support for structural incentives and opportunities as influential precursors of bridging ties.
Keywords: Motivation and Incentives;
Opportunities;
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Article
| Strategic Management Journal
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Meta-Organizational Design: Rethinking Design in Inter-Organizational and Community Contexts
Ranjay Gulati, Phanish Puranam and Michael Tushman
This paper provides conceptual foundations for analyzing organizations comprising multiple legally autonomous entities, which we call meta-organizations. We assess the antecedents of the emergence of such collectives and the design choices they entail. The paper identifies key parameters on which such meta-organizations' designs differ from each other. It also presents a taxonomy that elucidates how such forms of collective action vary and the constraints they must address to be successful. We conclude with implications for research on meta-organizational design.
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Article
| Organization Science
|
The Rise and Fall of Small Worlds: Exploring the Dynamics of Social Structure
Ranjay Gulati, Maxim Sytch and Adam Tatarynowicz
This paper explores the interplay between social structure and economic action by examining some of the evolutionary dynamics of an emergent network that coalesces into a small-world system. The study highlights the small-world system's evolutionary dynamics at both the macro level of the network and the micro level of an individual actor. This dual analytical lens helps establish that, in competitive and information-intensive settings, a small-world system could be a highly dynamic structure that follows an inverted U-shaped evolutionary pattern, wherein an increase in the smallworldliness of the system is followed by its later decline due to three factors: (1) the recursive relationship between the evolving social structure and individual actors' formation of bridging ties, which eventually homogenizes the information space and decreases actors' propensity to form bridging ties, creating a globally separated network; (2) self-containment of the small-world network, or increasing homogenization of the social system, which makes the small world less accepting of and less attractive to new actors, thereby limiting formation of bridging ties to outside clusters; and (3) fragmentation of the small-world network, or the small-world system's inability to retain current clusters. The study uses data on interorganizational tie formation in the global computer industry in the period from 1996 to 2005 to test the hypothesized relationships.
Keywords: Culture;
System;
Relationships;
Globalization;
Industry Clusters;
Information;
Networks;
Competitive Strategy;
Computer Industry;
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Article
| Research in Organizational Behavior
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How Do Networks Matter? The Performance Effects of Interorganizational Networks
Ranjay Gulati, D. Lavie and Ravi Madhavin
A growing body of research suggests that an organization's ties to other organizations furnish resources that bestow various benefits. Scholars have proposed different perspectives on how such networks of ties shape organizational behavior and performance outcomes, but they have paid little attention to the underlying mechanisms driving these effects. We propose reach, richness, and receptivity as three fundamental mechanisms that jointly constitute a parsimonious model for explaining how network resources contribute to organizational performance. Reach is the extent to which an organization's network connects it to diverse and distant partners. Richness represents the potential value of the resources available to the organization through its ties to partners. Receptivity denotes the extent to which the organization can access and channel network resources across interorganizational boundaries. Whereas reach specifies how wide-ranging and heterogeneous the organization's network connections are, richness characterizes the value of the combinations of resources furnished by its partners. Receptivity in turn portrays how organizational capabilities and the quality of ties to partners facilitate flows of network resources. We propose that the interplay of these three mechanisms determines the benefits that the organization obtains from its network: reach and richness jointly determine the potential value of the network, while receptivity is crucial in realizing that potential.
Keywords: Management Systems;
Organizational Design;
Performance;
Performance Effectiveness;
Networks;
Partners and Partnerships;
Research;
Perspective;
Value;
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Article
| Strategic Entrepreneurship Journal
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A Learning Perspective on Intraorganizational Knowledge Spill-Ins
James Oldroyd and Ranjay Gulati
This exploratory study examines the role of intraorganizational knowledge spill-ins in the process of inferential learning. Drawing on the notions of knowledge reliability (the creation of shared meanings) and validity (understandings of cause and effect), we explore how organizations learn inferentially in dynamic environments, where active experimentation rather than past experience is the underlying basis for learning. We find that intraorganizational knowledge spill-ins transfer heuristics crafted by one unit under local conditions of reliability and validity to other units, where they are reinterpreted and repurposed. Intraorganizational knowledge spill-ins emerge as a mechanism through which reliability and validity are enhanced for organizational learning.
Keywords: Learning;
Perspective;
Knowledge;
Business Units;
Organizations;
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Article
| Harvard Business Review
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Unleashing the Power of Marketing
Beth Comstock, Ranjay Gulati and Stephen A Liguori
The article examines marketing management at General Electric Co. (GE). The transformation of the company's marketing department into an integral part of product development, product management, and strategic planning after years of relative neglect is considered. The role of Chief Executive Officer Jeff Immelt in initiating and overseeing that change is discussed. The creation of a new marketing strategy by the marketing department, one focused on the role of customer relations in product development, is considered. The creation of a set of basic principles and operating procedures for GE's marketing unit is discussed.
Keywords: Product Development;
Product Marketing;
Strategic Planning;
Human Resources;
Marketing Strategy;
Customer Relationship Management;
Marketing;
Technology Platform;
Advertising Industry;
Technology Industry;
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Article
| Financial Times
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Wanted: A New Approach to Inventiveness
Ranjay Gulati
Keywords: Innovation and Invention;
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Journal Article
| Harvard Business Review
|
Change for Change's Sake
Freek Vermeulen, Phanish Puranam and Ranjay Gulati
No one disputes that firms have to make organizational changes when the business environment demands them. But the idea that a firm might want change for its own sake often provokes skepticism. Why inflict all that pain if you don't have to? That is a dangerous attitude. A company periodically needs to shake itself up, regardless of the competitive landscape. Even if the external environment is not changing in ways that demand a response, the internal environment probably is. The human dynamics within an organization are constantly shifting--and require the organization to change along with them. Over time, informal networks mirror the formal structure, which is how silos develop; restructuring gets people to start forming new networks, making the organization as a whole more creative. It also disrupts all the routines in an organization that collectively stifle innovation and adaptability. Finally, restructuring breaks up the outdated power structures that may be quietly misdirecting a company's resource allocation. All these processes--silo formation, the accretion of deadening routines, and the emergence of corporate baronies--take place all the time. But when everything is going well, you tend not to notice them, just as many seemingly fit people don't realize that their arteries may be dangerously clogged. A simple questionnaire can serve as a kind of cholesterol test for your company, enabling you to see if your regimen needs minor or major adjustments.
Keywords: Interpersonal Communication;
Innovation and Invention;
Leading Change;
Organizational Change and Adaptation;
Organizational Structure;
Creativity;
Power and Influence;
Adaptation;
Citation: Vermeulen, Freek, Phanish Puranam, and Ranjay Gulati. " Change for Change's Sake." Harvard Business Review 88, no. 6 (June 2010).
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Article
| Harvard Business Review
|
Roaring Out of Recession
Ranjay Gulati, Nitin Nohria and Franz Wohlgezogen
Keywords: Economics;
Citation: Gulati, Ranjay, Nitin Nohria, and Franz Wohlgezogen. " Roaring Out of Recession." Harvard Business Review 88, no. 3 (March 2010): 62–69.
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Article
| Chief Executive
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Is Your Company a Pusher or a Partner?
Ranjay Gulati
Keywords: Business Ventures;
Partners and Partnerships;
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Article
| Strategic Management Journal
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The Nature of Partnering Experience and the Gains from Alliances
Ranjay Gulati, D. Lavie and H. Singh
Keywords: Partners and Partnerships;
Alliances;
Experience and Expertise;
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Article
| Financial Times
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Tasting the Fruits of Effective Innovation
Ranjay Gulati and Nitin Nohria
Keywords: Innovation and Invention;
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Journal Article
| Forbes.com
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Czar Power
Ranjay Gulati
Citation: Gulati, Ranjay. "Czar Power." Forbes.com (January 7, 2009). (Commentary.)
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Article
| Organization Science
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Renewal Through Reorganization: The Value of Inconsistencies between Formal and Informal Organization
Ranjay Gulati and P. Puranam
Keywords: Value;
Organizations;
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Article
| Journal of Management Inquiry
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Crossing Boundaries to Increase Relevance in Organizational Research
Jeffrey Polzer, Ranjay Gulati, Rakesh Khurana and Michael Tushman
Keywords: Organizations;
Research;
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Journal Article
| Wall Street Journal
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Staring You in the Face
Ranjay Gulati, James Oldroyd and Phanish Puranam
Citation: Gulati, Ranjay, James Oldroyd, and Phanish Puranam. " Staring You in the Face." Wall Street Journal (September 22, 2008).
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Journal Article
| MIT Sloan Management Review
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Creating Value Together
Maxim Sytch and Ranjay Gulati
Conventional wisdom suggests that companies should avoid growing dependent on their business partners. If one company, the thinking goes, grows too dependent on a counterpart by getting the entire input for a particular activity from it and is not able to switch quickly to alternative sources of supply, then the counterpart company gets powerful levers of influence. By threatening to exit the relationship, the supplier may then renegotiate the relationship toward more favorable terms and claim a bigger share of the economic pie. And this bigger share will come at the purchasing company's expense. What matters for a company's performance in a buyer-supplier relationship is not just the share of the pie it gets, but also how big the entire pie is. Research suggests that, if smartly managed, dependence on one's business partners brings significant benefits to value creation in interorganizational relations; it can boost the overall pool of value to be distributed and, subsequently, the performance of a company. Dependence, therefore, should not be avoided but actively harnessed. We also show that ineffective management of dependence may just as quickly shrink the value in the exchange, hurting all companies' performance in the relationship. In that respect, relying on a tug-of-war in which the more powerful company tries to squeeze out value at the expense of its more dependent partner is particularly detrimental. It results in the dominant partner claiming a bigger share of a rapidly shrinking pie. Remarkably, in such circumstances, a more powerful business can be left with a net loss.
Keywords: Supply Chain Management;
Performance Improvement;
Partners and Partnerships;
Power and Influence;
Value Creation;
Citation: Sytch, Maxim, and Ranjay Gulati. " Creating Value Together." MIT Sloan Management Review 50, no. 1 (fall 2008): 12–13.
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Journal Article
| California Management Review
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Breaking up Is Never Easy: Planning for Exit in a Strategic Alliance
Ranjay Gulati, Parth Mehrotra and Maxim Sytch
This article highlights several important dimensions of planning for exit from strategic alliances and also offers several examples of the disastrous consequences of inadequate exit-planning. While many companies fall into the trap of having no exit plan, other companies take too simple a planning approach, wondering if the exit will be unconditionally easy or hard. A more effective approach involves questions such as "When should the exit be easy and when should it be hard? And for which partner?" The article develops a framework that stipulates contingency-specific exit provisions for each partner in the alliance-specifically, situations in which exit should be symmetric and easy for both partners, symmetric and hard for both partners, or asymmetric, hard for one partner and easy for the other. Furthermore, many alliances today reflect complex deals that cover several distinct developmental stages, each of which contains a distinct set of contingencies. Such alliances require a dynamic application of the exit framework, wherein each stage of the alliance development entails a different set of exit provisions, and exit from one stage would signify the beginning of the next.
Keywords: Strategic Planning;
Alliances;
Partners and Partnerships;
Corporate Strategy;
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Article
| Organization Science
|
Interorganizational Trust, Governance Choice, and Exchange Performance
Ranjay Gulati and Jackson Nickerson
This paper looks at when and how preexisting interorganizational trust influences the choice of governance and in turn the performance of exchange relationships. We theorize that preexisting interorganizational trust complements the choice of governance mode (make, ally, or buy) and also promotes substitution effects on governance mode choice while impacting exchange performance. We evaluate hypotheses using a novel three-stage switching regression model and a sample of 222 component-sourcing arrangements of two assemblers in the automobile industry. Analysis of our data broadly supports our hypotheses. High levels of preexisting interorganizational trust increased the probability that a less formal, and thus less costly, mode of governance was chosen over a more formal one. This finding suggests a substitution effect of interorganizational trust on governance mode choice that in turn shapes exchange performance. We also found a complementary effect of trust on performance: Regardless of the governance mode chosen for an exchange, trust enhanced exchange performance. Additional evidence of the complementary effect of trust on performance was that trust somewhat reduced interorganizational conflict.
Keywords: Corporate Governance;
Organizational Culture;
Performance Improvement;
Conflict and Resolution;
Trust;
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Article
| Managerial and Decision Economics
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Does Familiarity Breed Trust? Revisiting the Antecedents of Trust
Ranjay Gulati and Maxim Sytch
Keywords: Trust;
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Journal Article
| Strategic Organization
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Standing Out from the Crowd: The Visibility-Enhancing Effects of IPO-related Signals on Alliance Formation by Entrepreneurial Firms
Tim Pollock and Ranjay Gulati
In this study, we explore how multiple signals related to entrepreneurial companies at the time of their initial public offering (IPO) influence the firms' ability to acquire non-financial resources over time. Specifically, the study looks at how signals based on investors' initial reactions to the IPO, analyst coverage and affiliations with experienced venture capitalists and prominent underwriters combine to enhance the IPO firm's visibility and reduce uncertainty, thereby influencing its ability to form post-IPO alliances. We also consider the extent to which the effects of each of the signals are sustained or diminish over time. Their analysis of 404 IPOs conducted by technology companies between 1995 and 2000 shows that these signals are positively related to alliance formation patterns and that the effects of these signals deteriorate at different rates over time.
Keywords: Entrepreneurship;
Venture Capital;
Initial Public Offering;
Investment;
Alliances;
Risk and Uncertainty;
Power and Influence;
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Article
| Administrative Science Quarterly
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Dependence Asymmetry and Joint Dependence in Interorganizational Relationships: Effects of Embeddedness on a Manufacturer's Performance in Procurement Relationships.
Ranjay Gulati and Maxim Sytch
Keywords: Relationships;
Performance;
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Article
| Academy of Management Journal
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Tent-Poles, Tribalism, and Boundary Spanning: The Rigor-Relevance Debate in Management Research
Ranjay Gulati
Keywords: Research;
Management;
Communication;
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Article
| Harvard Business Review
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Silo Busting: Transcending Barriers to Build High Growth Organizations
Ranjay Gulati
Keywords: Growth and Development;
Organizations;
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Journal Article
| Wall Street Journal
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Preparing for the Exit
Ranjay Gulati, Maxim Sytch and Parth Mehrotra
Citation: Gulati, Ranjay, Maxim Sytch, and Parth Mehrotra. " Preparing for the Exit." Wall Street Journal (March 3, 2007).
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Article
| Strategic Management Journal
|
Stacking the Deck: The Effect of Upper Echelon Affiliations for Entrepreneurial Firms
Ranjay Gulati and Monica Higgins
Keywords: Groups and Teams;
Entrepreneurship;
Business Ventures;
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Article
| Strategic Management Journal
|
Adaptation in Vertical Relationships: Beyond Incentive Conflict
Ranjay Gulati, P. Lawrence and P. Puranam
Keywords: Relationships;
Motivation and Incentives;
Conflict and Resolution;
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Article
| Harvard Business Review
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The Quest for Customer Focus
Ranjay Gulati and James Oldroyd
Keywords: Customer Focus and Relationships;
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Article
| California Management Review
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Shrinking Core-Expanding Periphery: The Relational Architecture of High Performing Organizations
Ranjay Gulati and D. Kletter
Keywords: Relationships;
Design;
Organizations;
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Article
| Harvard Business Review
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How CEOs Manage Growth Agendas: A Commentary
Ranjay Gulati
Keywords: Management;
Growth and Development;
Communication;
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Article
| Smart Manager
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The Brave New World of Wireless Web
Ranjay Gulati and Alex Panas
Keywords: Online Technology;
Web;
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Article
| Organization Science
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Getting Off to a Good Start: The Effects of Upper Echelon Affiliations on Interorganizational Endorsements
Ranjay Gulati and Monica Higgins
Keywords: Groups and Teams;
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Article
| Research in the Sociology of Organizations
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Size of the Pie and Share of the Pie: Implications of Structural Embeddedness for Value Creation and Value Appropriation in Joint Ventures
Ranjay Gulati and Lihua Wang
Keywords: Value;
Joint Ventures;
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Article
| Strategy + Business
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The Barista Principle: Starbucks and the Rise of Relational Capital
Ranjay Gulati, S. Huffman and G. Neilson
Keywords: Food;
Relationships;
Capital;
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Article
| Strategic Management Journal
|
The Economic Modeling of Strategy Process: 'Clean Models' and 'Dirty Hands'
Tarun Khanna, Ranjay Gulati and Nitin Nohria
Keywords: Economics;
Strategy;
Finance;
Policy;
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Article
| Harvard Business Review
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Get the Right Mix of Bricks and Clicks
Ranjay Gulati and Jason Garino
Keywords: Buildings and Facilities;
Web;
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Article
| Strategic Management Journal
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Strategic Networks
Ranjay Gulati, Nitin Nohria and Akbar Zaheer
Keywords: Strategy;
Networks;
Citation: Gulati, Ranjay, Nitin Nohria, and Akbar Zaheer. " Strategic Networks." Strategic Management Journal 21, no. 3 (March 2000): 203–215.
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Article
| Administrative Science Quarterly
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Cooperative or Controlling? The Effects of CEO-board Relations and the Contents of Interlocks on the Formation of Joint Ventures
Ranjay Gulati and James Westphal
Keywords: Cooperation;
Management;
Governance;
Relationships;
Joint Ventures;
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Article
| Strategic Management Journal
|
Network Location and Learning: The Influence of Network Resources and Firm Capabilities on Alliance Formation
Ranjay Gulati
Keywords: Networks;
Learning;
Power and Influence;
Business Ventures;
Alliances;
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Article
| American Journal of Sociology
|
Where Do Interorganizational Networks Come From?
Ranjay Gulati and Martin Gargiulo
Keywords: Networks;
Organizations;
Citation: Gulati, Ranjay, and Martin Gargiulo. " Where Do Interorganizational Networks Come From?" American Journal of Sociology 104, no. 5 (March 1999): 473–506. (Reprinted in The Management of Durable Relations, edited by Jeroen Weesie and Werner Raub, 2000.)
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Article
| Administrative Science Quarterly
|
The Architecture of Cooperation: Managing Coordination Costs and Appropriation Concerns in Strategic Alliances
Ranjay Gulati and Harbir Singh
Keywords: Design;
Cooperation;
Management;
Cost;
Strategy;
Alliances;
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Article
| Strategic Management Journal
|
Alliances and Networks
Ranjay Gulati
Keywords: Alliances;
Networks;
Citation: Gulati, Ranjay. " Alliances and Networks." Strategic Management Journal 19, no. 4 (April 1998): 293–317.
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Article
| Strategic Management Journal
|
The Dynamics of Learning Alliances: Competition, Cooperation, and Relative Scope
Ranjay Gulati, Tarun Khanna and Nitin Nohria
Keywords: Alliances;
Learning;
Cooperation;
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Article
| European Management Journal
|
What is the Optimum Amount of Organizational Slack? A Study of the Relationship Between Slack and Innovation in Multinational Firms
Ranjay Gulati and Nitin Nohria
Keywords: Organizations;
Relationships;
Business Ventures;
Innovation and Invention;
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Article
| Administrative Science Quarterly
|
Customization or Conformity? An Institutional and Network Perspective on the Content and Consequences of TQM Adoption
Ranjay Gulati, James Westphal and Steve Shortell
Keywords: Networks;
Management;
Citation: Gulati, Ranjay, James Westphal, and Steve Shortell. " Customization or Conformity? An Institutional and Network Perspective on the Content and Consequences of TQM Adoption." Administrative Science Quarterly 42, no. 2 (June 1997): 366–394. (Winner of Academy of Management. Organization and Management Theory Division. Best Paper Award For the empirical or conceptual paper submitted to the Academy of Management annual meeting that offers a significant contribution to the field of organization and management theory presented by Academy of Management. Also appeared in the Academy of Management Best Papers Proceedings.)
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Article
| Academy of Management Journal
|
Is Slack Good or Bad for Innovation?
Ranjay Gulati and Nitin Nohria
Keywords: Innovation and Invention;
Citation: Gulati, Ranjay, and Nitin Nohria. " Is Slack Good or Bad for Innovation?" Academy of Management Journal 39, no. 5 (October 1996): 1245–1264. (A shorter version of this paper appeared in Academy of Management Best Papers Proceedings, 1995.)
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Article
| Administrative Science Quarterly
|
Social Structure and Alliance Formation Patterns: A Longitudinal Analysis
Ranjay Gulati
Keywords: Alliances;
Society;
Theory;
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Article
| Academy of Management Journal
|
Does Familiarity Breed Trust? The Implications of Repeated Ties on Contractual Choice in Alliances
Ranjay Gulati
Keywords: Trust;
Contracts;
Decision Choices and Conditions;
Alliances;
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Chapter
| Palgrave Encyclopedia of Strategic Management
Markets as Networks: The Dynamics and Implications of Interorganizational Network Structures
Ranjay Gulati and Maxim Sytch
Citation: Gulati, Ranjay, and Maxim Sytch. "Markets as Networks: The Dynamics and Implications of Interorganizational Network Structures." In Palgrave Encyclopedia of Strategic Management, edited by David J. Teece, and Mie Augier. Palgrave Macmillan, forthcoming.
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Chapter
| Business Network Transformation: Strategies to Reconfigure Your Business Relationships for Competitive Advantage
| 2009
Creating Superior Customer Value in a Connected World
Ranjay Gulati
"In the early twenty-first century, customers are more demanding than ever, and difficult economic times make them all the more so. As customers tighten their wallets and increase their demands, firms face greater pressure to provide superior customer value. Reducing costs, improving efficiency, and even creating more compelling goods may not be enough to satisfy customers anymore, not if what the customers ultimately want is to design the firm's offerings themselves. What is a firm to do when customers will not be satisfied easily? The answer is, in a word, collaboration—with suppliers, partners, and customers in creating and delivering value—on a scale not seen before in the annals of business. Nearly every aspect of business—from product design to the idea of value itself—stands to be transformed by twenty-first-century collaboration, made possible by twenty-first-century information technologies. Advances in connectivity are fueling a revolution in collaboration, and enhanced collaboration is opening up new opportunities to create superior customer value. In a connected world, the processes by which value is created, delivered, shared, and communicated are being transformed. We are seeing the evolution of collaborative business processes, where firms work closely with partners and suppliers to design, make, and sell their offerings. We are also seeing the rise of collaborative business networks, where traditional value chains are being dismantled and reassembled as business networks where firms leverage the capabilities and resources of a network of partners to reduce costs and to create innovative value propositions. The emergence of collaborative value exchanges, collaborative business processes, and collaborative business networks is a defining theme in the evolution of business enterprises in the new century. Enterprises of the future will need to collaborate in all three ways in order to compete and win customers. In this chapter we explore the new possibilities that digital networks create for firms as they seek to collaborate with customers. Next, we focus on the role that digital media play in transforming the way customers and firms collaborate to create value. We show how these collaborative value exchanges can also extend to the firm's partners. By taking the collaboration concept to the ecosystem level, we suggest that firms can greatly enhance their business processes and value propositions by creating collaborative business networks. We then highlight the important role of enterprise technologies as enablers of collaborative business processes and collaborative business networks. We conclude by identifying key strategy implications for firms as they seek to evolve their offerings, business processes, and ecosystems in a connected world."
Keywords: Customer Satisfaction;
Customer Value and Value Chain;
Consumer Behavior;
Product Design;
Social and Collaborative Networks;
Value Creation;
Citation: 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.
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Chapter
| Blackwell Companion to Organizations
| 2002
Organizational Networks
Ranjay Gulati, Dania Dialdin and Lihua Wang
Keywords: Organizational Structure;
Organizational Design;
Networks;
Citation: 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.
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Chapter
| International Encyclopedia of the Social and Behavioral Sciences
| 2001
Alliances and Joint Ventures
Ranjay Gulati and James Gillespie
Keywords: Alliances;
Joint Ventures;
Citation: 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.
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Chapter
| Cooperative Strategy
| 2000
Reflections on the Study of Strategic Alliances
Ranjay Gulati and Ed Zajac
Keywords: Alliances;
Strategy;
Citation: 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.
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Supplement
| HBS Case Collection
|
2013
Jones Lang LaSalle 2001–2012 Video Supplement
Ranjay Gulati and Luciana Silvestri
Keywords: organizational structure;
organizational evolution;
strategy;
-
Case
| HBS Case Collection
|
2013
Corporate Solutions at Jones Lang LaSalle (2001) (A)
Ranjay Gulati and Luciana Silvestri
This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced at the turn of the millennium. Until then, JLL sold piecemeal commercial real estate services to its corporate clients, who maintained relationships with a variety of vendors. In 2000, JLL's large corporate clients started globalizing their activities and seeking to outsource their real estate needs. They were looking for integrated solutions delivered through a single point of contact, and they cut their providers to a few strategic vendors. JLL's organizational structure, configured around largely autonomous service lines, was not well suited to supporting the development of integrated services. Executive Peter Barge is put in charge of a new team, called Corporate Solutions, whose mission was to draw connections between the service lines in order to foster integration. How should Barge structure Corporate Solutions to make sure it succeeds in its mission? And how should he configure the group's ties to the service lines to ensure their collaboration? The retention of JLL's most profitable clients was at stake. This case is the first in a case series that comprises cases B, C, and D, and collectively covers JLL's evolution between the years 1999 and 2012.
Keywords: Organizational Structure;
Strategy;
Integration;
Real Estate Industry;
North America;
South America;
Central America;
-
Supplement
| HBS Case Collection
|
2013
Integrated Services at Jones Lang LaSalle (2005) (B)
Ranjay Gulati and Luciana Silvestri
This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced between 2001 and 2005. Faced with the need to deliver integrated services to corporate clients in 2001, JLL created Corporate Solutions, a group that aimed to draw connections between JLL's semi-autonomous service lines. Despite initial success, by 2005 the group was finding it challenging to foster integration. Account managers and service line leaders clashed as decision-making power, pay and incentives, and clout were altered and redistributed. JLL realized that its organizational structure was hindering the firm in achieving key strategic goals, such as rapid scalability of corporate accounts and effective local market penetration. America's CEO Peter Roberts outlines the alternatives JLL's top management analyzed as they considered how to move the organization forward. This case is the second in a case series that also comprises cases A, C, and D, and collectively covers JLL's evolution between the years 1999 and 2012.
Keywords: Organizational Structure;
Strategy;
Integration;
Real Estate Industry;
North America;
South America;
Central America;
-
Supplement
| HBS Case Collection
|
2013
Growing Integrated Services at Jones Lang LaSalle (2008) (C)
Ranjay Gulati and Luciana Silvestri
This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced between 2005 and 2008. Having dismantled its long-standing service-line-oriented structure, JLL created two interdependent groups: Accounts and Markets. Accounts housed account managers who served JLL's corporate clients. Markets housed brokers specialized in a certain geography. JLL helped drive integration between Accounts and Markets by emphasizing work at the "intersections" between both groups, i.e., instances that required combining both groups' resources. By 2008, however, JLL was facing challenges associated with harnessing the potential of this new structure. There was more growth that could be obtained from penetrating local markets, and top management wondered how to best strengthen their brokerage team. The acquisition of Spaulding and Slye, a renowned Boston-based firm, provided instant growth in some key markets, but organic growth was harder to achieve. While the industry paid brokers with a commission model, JLL did so with a salary and bonus model that aligned well with JLL's culture but proved unattractive to new recruits. America's CEO Peter Roberts outlines the alternatives JLL analyzed as they considered how to strengthen the organization while maintaining its values and integrity. This case is the third in a case series that also comprises cases A, B, and D, and collectively covers JLL's evolution between the years 1999 and 2012.
Keywords: Organizational Structure;
Strategy;
Integration;
Real Estate Industry;
North America;
South America;
Central America;
-
Supplement
| HBS Case Collection
|
2013
Jones Lang LaSalle (2012): Integrated Services and the Architecture of Complexity (D)
Ranjay Gulati and Luciana Silvestri
This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced between 2008 and 2012. In 2008, in order to strengthen the firm's brokerage team, JLL merged with The Staubach Company, a real estate services provider with a first-rate brokerage team and great cultural fit with JLL. Staubach paid its brokers with a commission model, which accelerated JLL's decision to let go of its long-standing salary and bonus approach. The merger also surfaced two interesting business opportunities. First, local brokers were now empowered and motivated to open up their client relationships to the rest of the company, growing their business from just local transactions to the full array of services JLL provided. Second, local brokers became aware of a great number of mid-sized clients whose real estate needs were not as sophisticated as those of large corporate accounts but who required multi-service solutions in selected geographies. JLL thus created a group called Markets Corporate Solutions, which specifically targeted mid-sized clients. Toward 2012, with its organizational structure expanding to tackle opportunities for multiple types of clients in a myriad of geographies, JLL was facing challenges associated with managing internal and external complexity. America's CEO Peter Roberts outlines the opportunities and challenges that lied ahead for JLL. This is the final case in a series that also comprises cases A, B, and C, and collectively covers JLL's evolution between the years 1999 and 2012.
Keywords: Organizational Structure;
Strategy;
Integration;
Real Estate Industry;
North America;
South America;
Central America;
-
Case
| HBS Case Collection
|
2012
Cisco in 2012: Reorganizing for Efficiency and Flexibility
Ranjay Gulati, Alison Berkley Wagonfeld and Luciana Silvestri
In 2012, Cisco was under intense pressure to show results: growth in its core business was decelerating and a number of exploratory ventures and acquisitions had not proven as profitable as expected. CEO John Chambers vowed to restore the company's health in a way that would support the agility and entrepreneurial mindset required to be successful in emerging sectors while continuing to achieve efficiency and profitability in Cisco's core business. In a world where technologies and customer segments were rapidly evolving, Cisco executives realized that their emphasis on working collaboratively through councils and boards (the company's staple organizational structure in the 2000s) might be impacting Cisco's ability to be nimble and responsive. This case explores these challenges and Cisco's strategic and organizational response, with a particular focus on Cisco's comprehensive restructuring.
Keywords: Organizational Change and Adaptation;
Restructuring;
Adaptation;
Performance Efficiency;
Emerging Markets;
Information Technology Industry;
Citation: Gulati, Ranjay, Alison Berkley Wagonfeld, and Luciana Silvestri. "Cisco in 2012: Reorganizing for Efficiency and Flexibility." Harvard Business School Case 413-069, November 2012.
-
Supplement
| HBS Case Collection
|
2011
Jones Lang LaSalle 2011 Corporate Profile
Ranjay Gulati
-
Supplement
| HBS Case Collection
|
2011
Jones Lang LaSalle 2005-2011 Video Supplement
Ranjay Gulati and Luciana Silvestri
-
Case
| HBS Case Collection
|
2011
Jones Lang LaSalle 2005-2008
Ranjay Gulati and Luciana Silvestri
The case traces the evolution of Jones Lang LaSalle's organization and strategy between the years 2005-2008, as it transitioned from a modular to an integrated structure. The case protagonist, CEO Peter Roberts, deals with the challenges of creating an organization that pursues multiple logics and requires both focus and collaboration among individuals and groups.
Keywords: Problems and Challenges;
Cognition and Thinking;
Strategic Planning;
Business Processes;
-
Teaching Note
| HBS Case Collection
|
2011
Federal Bureau of Investigation, TN - 2001, 2007, and 2009
Jan W. Rivkin, Michael Roberto and Ranjay Gulati
Teaching Note for 710450, 710451, and 710452.
Keywords: Public Administration Industry;
United States;
-
Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Jones Lang LaSalle: Reorganizing around the Customer (2005)
Ranjay Gulati and Lucia Menzer Marshall
Peter Roberts, CEO of Jones, Lang, LaSalle (JLL) Americas division, has been charged with expanding the company's presence in its core geographic markets while simultaneously growing its corporate account business. Roberts and his task force have narrowed their options to two proposals. The first is an enhancement of the account management model put in place in 2001 where independent service units co-existed with an account management group. The second is a realignment of the firm's operations around geography and key accounts. By examining the tradeoffs required by each option, the case illustrates the tensions involved in structuring an organization around product, geography, and key customers. It also explores the importance of aligning strategic choices with organizational architecture.
Keywords: Decision Choices and Conditions;
Global Strategy;
Growth and Development Strategy;
Organizational Structure;
Business Strategy;
Real Estate Industry;
-
Teaching Note
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Jones Lang LaSalle: Reorganizing around the Customer (2005) (TN)
Ranjay Gulati, Lucia Menzer Marshall and Patrick Cullen
Teaching Note for [410007].
Keywords: Restructuring;
Customers;
-
Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Corporate Solutions at Jones Lang LaSalle (2001)
Ranjay Gulati and Lucia Menzer Marshall
Peter Barge, CEO of the newly created Corporate Solutions Group of Jones Lang LaSalle (JLL), is executing a restructuring of the U.S. corporate real estate services division that will enable the company to offer its clients integrated solutions. Barge has created an account management function to coordinate the activities of the three product-based business units which, until now, have operated autonomously. As he is executing the restructuring, Bank of America, an important account of the firm, announces its intention to reduce its providers to the two or three who can offer forward-looking, integrated services. While Barge's new organization is not yet fully in place, he is determined to win the Bank of America business and moves quickly to hire a senior account manager and establish an organizational architecture that will encourage collaboration within his group. The case examines the many tradeoffs Barge must make in balancing the benefits of the former organization with those of the new structure to achieve the firm's strategic goal of becoming more customer-solutions oriented.
Keywords: Business Divisions;
Restructuring;
Customer Relationship Management;
Organizational Design;
Organizational Structure;
Corporate Strategy;
Integration;
-
Teaching Note
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Corporate Solutions at Jones Lang LaSalle (2001) (TN)
Ranjay Gulati and Lucia Menzer Marshall
Teaching Note for [409111].
-
Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System
Ranjay Gulati
In response to the 2001 market downturn, Cisco Systems implemented a major restructuring that transformed the company from a decentralized to centralized organization. While recognizing that a centralized, functional structure was necessary to avoid product and resource redundancies, it also risked making the company less customer-centric. To mitigate this risk, Cisco implemented a cross-functional system of executive-level councils that would bring leaders of different functions together to collaborate and focus on the needs and issues of specific customer groups. Each council employs a "Three-in-a-Box" leadership model consisting of an executive leader from the engineering or technology business unit, a member of the go-to-market team, and an operations resource director. Each council is also accountable to the Operating Committee, which is chaired by CEO John Chambers and determines the long-term corporate strategy and allocation of corporate resources. Many other companies have failed at facilitating collaboration across functions-particularly large organizations-but Cisco's system has been successful because the company remained committed to the system, required a consistent infrastructure while also allowing for flexibility, gave members decision making authority, and used council leaders who thrive in collaborative environments. The success of the council system led to the creation of 20 boards of "sub-councils" in 2007. The boards are charged with driving development efforts and customer reach further into the organization by addressing specific issues too narrow for the councils to address.
Keywords: Restructuring;
Customer Focus and Relationships;
Governing and Advisory Boards;
Resource Allocation;
Organizational Change and Adaptation;
Organizational Structure;
Corporate Strategy;
Technology Industry;
-
Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Cisco Systems (2001): Building and Sustaining a Customer-Centric Culture
Ranjay Gulati
Customer centricity has been an important part of the culture at Cisco Systems since its inception. While part of this is attributable to values put in place by the founders and retained by subsequent management, it is also closely interwoven with its organizational architecture that reaffirmed those values. Until 2001, Cisco had a decentralized organizational structure with three business units organized around each of its three main customer types: Service Provider, Enterprise, and Commercial. Each unit developed and marketed a complete product line for its specific customer group further reaffirming its belief in the centrality of distinct customers. A number of other systems, structures, and behavioral mechanisms reaffirmed the importance of customer centricity. The 2001 market downturn, however, brought new challenges as Cisco was forced to lay off 18% of its workforce and reexamine its organizational structure that was costly due to duplication of activities across each of the three customer-facing business units. Ultimately, Cisco Systems decided to transform the company from a decentralized to centralized organization. While recognizing that a centralized, functional structure was necessary to avoid product and resource redundancies, it also threatened Cisco's customer-centricity in that the centralization of R & D and marketing made them more distant from Cisco's customers. To overcome the perceived misalignment between its structure and culture, Cisco introduced a number of initiatives like the Customer Focus Initiative (CFI) to ensure that while the structure was turning away from customer centricity, the beliefs and actions of its employees maintained that focus. In doing so, management accepted the likely misalignment between its structure and culture and sought ways to compensate for this perceived gap.
Keywords: Customer Satisfaction;
Organizational Design;
Organizational Structure;
Organizational Change and Adaptation;
Change Management;
Organizational Culture;
Research and Development;
Job Cuts and Outsourcing;
Employees;
Brands and Branding;
Customer Relationship Management;
Business Units;
-
Teaching Note
| HBS Case Collection
|
2010
Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System (TN)
Ranjay Gulati and Marlo Goetting
Teaching Note for 409062.
Keywords: Customer Focus and Relationships;
System;
Business Units;
Corporate Strategy;
Infrastructure;
Growth and Development;
Decision Making;
Restructuring;
Resource Allocation;
Information Technology Industry;
-
Teaching Note
| HBS Case Collection
|
2010
Cisco Systems (2001): Building and Sustaining a Customer-Centric Culture (TN)
Ranjay Gulati, Lucia Menzer Marshall and Patrick Cullen
Teaching Note for 409061.
-
Case
| HBS Case Collection
|
2010
(Revised from original 2010 version)
Federal Bureau of Investigation, 2009
Jan W. Rivkin, Michael Roberto and Ranjay Gulati
This case, a supplement to the “Federal Bureau of Investigation, 2001 (Abridged)” case (710-450) and the “Federal Bureau of Investigation, 2007” case (710-451), reviews the FBI's progress in its transformation effort from 2007 to 2009.
Keywords: Organizational Change and Adaptation;
Public Administration Industry;
District of Columbia;
Citation: Rivkin, Jan W., Michael Roberto, and Ranjay Gulati. " Federal Bureau of Investigation, 2009." Harvard Business School Case 710-452, May 2010. (Revised from original March 2010 version.)
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Case
| HBS Case Collection
|
2010
Target: Responding to the Recession
Ranjay Gulati, Rajiv Lal and Cathy Ross
Within 10 months of Gregg Steinhafel's taking over as CEO at Target, the U.S. was mired in the most significant economic downturn in 50 years. Top competitor Wal-Mart had positioned itself well for the crisis, while Target's same store sales began to slide. While Steinhafel believed that Target's long-term strategy and positioning were right, he pondered a set of strategic and operational challenges. Did Target have the right mix of offensive and defensive tactics to weather the downturn and position itself for the economy's eventual recovery? How far could Target go in emphasizing low price-the "pay less" side of its slogan-without eroding the company's core promise of offering unique and upscale products that customers would not see at other low-priced retailers? Would the benefits of adding fresh food to Target's general merchandise stores outweigh the associated challenges?
Keywords: Financial Crisis;
Strategy;
Operations;
Brands and Branding;
Product Launch;
Product Positioning;
Competition;
Retail Industry;
United States;
-
Case
| HBS Case Collection
|
2010
Federal Bureau of Investigation, 2007
Jan W. Rivkin, Michael Roberto and Ranjay Gulati
In the wake of the 9/11 terrorist attacks, Robert Mueller, the Director of the Federal Bureau of Investigation (FBI), sought to transform the storied Bureau. The FBI had long served as both the chief law enforcement agency and the main domestic intelligence wing of the U.S. government. In practice, though, law enforcement had overshadowed intelligence at the FBI. The terrorist attacks made it tragically clear that the United States required a much stronger domestic intelligence service, and Mueller believed that that service should reside within the FBI. Critics, however, called for the Bureau to narrow its scope, focus on law enforcement, and cede domestic intelligence to a new, specialized agency. Should the FBI retain both the law enforcement mission and the domestic intelligence mission? If so, how should it change itself to succeed in both missions? This case, a supplement to the “Federal Bureau of Investigation, 2001 (Abridged)” case (710-450), reviews the FBI's progress from 2001 to 2007.
Keywords: Transformation;
Organizational Structure;
Organizational Change and Adaptation;
Government Administration;
National Security;
Corporate Strategy;
Knowledge Acquisition;
Law Enforcement;
Public Administration Industry;
United States;
-
Case
| HBS Case Collection
|
2012
(Revised from original 2010 version)
Indus Towers: Collaborating with Competitors on Infrastructure
Ranjay Gulati, Francisco de Asis Martinez-Jerez, V.G. Narayanan and Rachna Tahilyani
The case describes the formation of Indus Towers, the largest telecom tower company in the world that has a joint venture created to build and manage the passive infrastructure of wireless telecom operators by bringing together three competitors in India's tough telecom market—Bharti Airtel, Vodafone Essar, and Idea Cellular—and merging their tower holdings. It focuses on the issue as to how do you collaborate with your competitors in setting up towers but engage in a brutal competition with them in the marketplace?
Keywords: Joint Ventures;
Cost Management;
Infrastructure;
Alliances;
Competition;
Cooperation;
Telecommunications Industry;
India;
-
Conference Presentation
Building and Leading Customer Centric Organizations
Ranjay Gulati
Keywords: Organizations;
Customer Focus and Relationships;
Citation: Gulati, Ranjay. "Building and Leading Customer Centric Organizations." . (Presented at the Alumni Club in New Delhi.)
-
Conference Presentation
Building and Leading Customer Centric Organizations
Ranjay Gulati
Keywords: Organizations;
Customer Focus and Relationships;
Citation: Gulati, Ranjay. "Building and Leading Customer Centric Organizations." . (Presented at the Alumni Club in Mumbai.)
-
Conference Presentation
Building and Leading Customer Centric Organizations
Ranjay Gulati
Keywords: Organizations;
Customer Focus and Relationships;
Citation: Gulati, Ranjay. "Building and Leading Customer Centric Organizations." . (Presented at the Alumni Club in Singapore.)
-
Conference Presentation
Building and Leading Customer Centric Organizations
Ranjay Gulati
Keywords: Organizations;
Customer Focus and Relationships;
Citation: Gulati, Ranjay. "Building and Leading Customer Centric Organizations." . (Presented at the Alumni Club in San Francisco.)
-
Conference Presentation
Building and Leading Customer Centric Organizations
Ranjay Gulati
Keywords: Organizations;
Customer Focus and Relationships;
Citation: Gulati, Ranjay. "Building and Leading Customer Centric Organizations." . (Presented at the Alumni Club in Tokyo.)
-
Conference Presentation
Building and Leading Customer Centric Organizations
Ranjay Gulati
Keywords: Organizations;
Customer Focus and Relationships;
Citation: Gulati, Ranjay. "Building and Leading Customer Centric Organizations." . (Presented at the Alumni Club in Paris.)
-
Conference Presentation
Building and Leading Customer Centric Organizations
Ranjay Gulati
Keywords: Organizations;
Customer Focus and Relationships;
Citation: Gulati, Ranjay. "Building and Leading Customer Centric Organizations." . (Presented at the Alumni Club in Chicago.)
-
Conference Presentation
Building and Leading Customer Centric Organizations
Ranjay Gulati
Keywords: Organizations;
Customer Focus and Relationships;
Citation: Gulati, Ranjay. "Building and Leading Customer Centric Organizations." . (Presented at the Alumni Club in New York City.)
-
Conference Presentation
Building and Leading Customer Centric Organizations
Ranjay Gulati
Keywords: Organizations;
Customer Focus and Relationships;
Citation: Gulati, Ranjay. "Building and Leading Customer Centric Organizations." . (Presented at the Alumni Club in Manila.)
-
Conference Presentation
Building and Leading Customer Centric Organizations
Ranjay Gulati
Keywords: Organizations;
Customer Focus and Relationships;
Citation: Gulati, Ranjay. "Building and Leading Customer Centric Organizations." . (Presented at the Alumni Club in Hong Kong.)
-
Conference Presentation
Building and Leading Customer Centric Organizations
Ranjay Gulati
Keywords: Organizations;
Customer Focus and Relationships;
Citation: Gulati, Ranjay. "Building and Leading Customer Centric Organizations." . (Presented at the Alumni Club in Boston.)
-
Conference Presentation
Building and Leading Customer Centric Organizations
Ranjay Gulati
Keywords: Organizations;
Customer Focus and Relationships;
Citation: Gulati, Ranjay. "Building and Leading Customer Centric Organizations." . (Presented at the Alumni Club in Milan.)
-
Conference Presentation
Strategic Management Journal Conference
Ranjay Gulati
Keywords: Strategy;
Management;
Citation: Gulati, Ranjay. "Strategic Management Journal Conference." . (Hosted by Ranjay Gulati, Phanish Puranam, and Mike Tushman in Oct. 2010 at HBS.)
-
Conference Presentation
Macro Organizational Behavior Society Conference
Ranjay Gulati
Keywords: Organizations;
Behavior;
Citation: Gulati, Ranjay. "Macro Organizational Behavior Society Conference." . (Hosted by Ranjay Gulati and Marshall Meyer in Oct. 2010 at HBS.)
-
Conference Presentation
|
Aug
2011
Willing and Able? Cooperation and Coordination in Strategic Alliances
Ranjay Gulati, Franz Wohlgezogen and Pavel Zhelyazkov
Keywords: Cooperation;
Alliances;
Strategy;
Citation: 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.
-
Conference Presentation
|
19
Oct
2010
Reorganize for Resilience: Putting Customers at the Center of Your Organization to Realize Profitable Growth
Ranjay Gulati
Keywords: Customers;
Organizations;
Growth and Development;
Profit;
Citation: 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.
-
Conference Presentation
|
Aug
2010
The Micro-Foundations of Performance in Vertical Relationships
Ranjay Gulati
Keywords: Performance;
Relationships;
Citation: Gulati, Ranjay. "The Micro-Foundations of Performance in Vertical Relationships." Paper presented at the Academy of Management Annual Meeting, Montreal, August 2010.
-
Conference Presentation
|
Aug
2010
Trust Within and Between Firms
Ranjay Gulati
Keywords: Business Ventures;
Trust;
Citation: Gulati, Ranjay. "Trust Within and Between Firms." Paper presented at the Academy of Management Annual Meeting, Montreal, Canada, August 2010.
-
Conference Presentation
|
14
May
2010
Service Supremacy: The New Economic Elixir
Ranjay Gulati
Keywords: Economics;
Citation: 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.
-
Conference Presentation
|
13
May
2010
Reorganize for Resilience: Putting Customers at the Center of Your Organization to Realize Profitable Growth
Ranjay Gulati
Keywords: Customers;
Organizations;
Growth and Development;
Profit;
Citation: Gulati, Ranjay. "Reorganize for Resilience: Putting Customers at the Center of Your Organization to Realize Profitable Growth." , May 13, 2010.
-
Keynote Speech
|
11
Feb
2010
Growth Strategies in Turbulent Markets
Ranjay Gulati
Keywords: Growth and Development;
Strategy;
Markets;
Citation: Gulati, Ranjay. "Growth Strategies in Turbulent Markets." Confederation of Indian Industry, New Delhi, India, February 11, 2010.
-
Keynote Speech
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28
Jan
2010
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29
Jan
2010
Interorganizational Trust
Ranjay Gulati
Keywords: Organizations;
Trust;
Citation: Gulati, Ranjay. "Interorganizational Trust." 5th Workshop on Trust Within and Between Organizations, Madrid, Spain, January 28–29, 2010.
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Lecture
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1
May
2009
The Rise and Fall of Small Worlds
Ranjay Gulati
Citation: 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.)
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Other Unpublished Work
| 2011
Bringing Coordination Back Into the Study of Interorganizational Collaboration
Phanish Puranam and Ranjay Gulati
Keywords: Organizations;
Relationships;
Citation: Puranam, Phanish, and Ranjay Gulati. "Bringing Coordination Back Into the Study of Interorganizational Collaboration." December 2011.
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Other Unpublished Work
| 2011
Interorganizational Dynamics and Their Impact on Alliance Performance and Stability
Ranjay Gulati, Nirmalya Kumar and Ed Zajac
Keywords: Organizations;
Alliances;
Performance;
Citation: Gulati, Ranjay, Nirmalya Kumar, and Ed Zajac. "Interorganizational Dynamics and Their Impact on Alliance Performance and Stability." December 2011.
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Other Unpublished Work
| 2011
Dynamics of Homophily in Interorganizational Collaboration
Bret Fund and Ranjay Gulati
Keywords: Organizations;
Relationships;
Citation: Fund, Bret, and Ranjay Gulati. "Dynamics of Homophily in Interorganizational Collaboration." December 2011.
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Other Unpublished Work
| 2011
Willing and Able? Cooperation and Coordination in Strategic Alliances
Ranjay Gulati, Franz Wohlgezogen and Pavel Ivanov Zhelyazkov
Keywords: Alliances;
Strategy;
Citation: Gulati, Ranjay, Franz Wohlgezogen, and Pavel Ivanov Zhelyazkov. "Willing and Able? Cooperation and Coordination in Strategic Alliances." December 2011.
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Other Unpublished Work
| 2011
Differentiation, Coordination, and Integration under Knowledge Interdependence
Luciana Silvestri, Marlo Goetting and Ranjay Gulati
Keywords: Knowledge;
Citation: Silvestri, Luciana, Marlo Goetting, and Ranjay Gulati. "Differentiation, Coordination, and Integration under Knowledge Interdependence." December 2011.
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Other Unpublished Work
| 2011
The Role of Individual and Organizational History in Interorganizational Trust
Bart Vanneste and Ranjay Gulati
Keywords: History;
Organizations;
Trust;
Citation: Vanneste, Bart, and Ranjay Gulati. "The Role of Individual and Organizational History in Interorganizational Trust." December 2011.
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Other Paper
| 2011
Coordination in Vertical Relationships: The (Un)Importance of Information Flows
Ranjay Gulati and Phanish Puranam
Citation: Gulati, Ranjay, and Phanish Puranam. "Coordination in Vertical Relationships: The (Un)Importance of Information Flows."
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Other Paper
| 2011
The Information Side-Effects of Structural Position: The Burden of Information Flows to Central Actors and Brokers of Structural Holes
James Oldroyd and Ranjay Gulati
Citation: Oldroyd, James, and Ranjay Gulati. "The Information Side-Effects of Structural Position: The Burden of Information Flows to Central Actors and Brokers of Structural Holes."
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Other Paper
| 2011
The Microfoundations of Performance in Vertical Relationships: Unpacking the Separate Effects of Hierarchy on Coordination and Cooperation
Venkat Kuppuswamy and Ranjay Gulati
Citation: Kuppuswamy, Venkat, and Ranjay Gulati. "The Microfoundations of Performance in Vertical Relationships: Unpacking the Separate Effects of Hierarchy on Coordination and Cooperation."
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