Research Areas

Interorganizational Networks, Creating and Managing Strategic Alliances, Strategy Implementation, Intra and interorganizational coordination in alliances, and internal cross-unit collaboration.

Representative Publications:

Gulati, Ranjay, and Maxim Sytch, “Dependence Asymmetry and Joint Dependence in Interorganizational Relationships: Effects of Embeddedness on a Manufacturer’s Performance in Procurement Relationships.” Administrative Science Quarterly, vol 52, pp 32-69, 2007.

Gulati, Ranjay, “Tent-Poles, Tribalism, and Boundary Spanning: The Rigor-Relevance Debate in Management Research.” Forthcoming, Academy of Management Journal, 2007

Gulati, Ranjay, and Maxim Sytch, “Does Familiarity Breed Trust? Revisiting the Antecedents of Trust” Forthcoming, Managerial and Decision Economics, 2007.

Gulati, Ranjay, “Silo Busting: Transcending Barriers to Build High Growth Organizations” Harvard Business Review, pp 98-108, May, 2007.

Gulati, Ranjay, Maxim Sytch, and Parth Mehrotra, “Preparing for the Exit.” Wall Street Journal Business Insight Report, March 3, 2007.

Higgins, Monica, and R. Gulati, "Stacking the Deck: The Effect of Upper Echelon Affiliations for Entrepreneurial Firms." Strategic Management Journal, vol 27, pp 1-26, 2006.

Gulati, Ranjay and James Oldroyd, “The Quest for Customer Focus.” Harvard Business Review, April, 2005.

Gulati, Ranjay and D. Kletter. “Shrinking Core-Expanding Periphery: The Relational Architecture of High Performing Organizations.” California Management Review, vol 47, no 3, pp77-104, 2005.

Gulati, Ranjay, P. Lawrence, and P. Puranam “Adaptation in Vertical Relationships: Beyond Incentive Conflict.” Strategic Management Journal, , vol 26, pp 415-440, 2005.

Gulati, Ranjay, “How CEOs Manage Growth Agendas: A Commentary.” Harvard Business Review, pp 124-126, July-August, 2004.

"Getting Off to a Good Start: The Effects of Upper Echelon Affiliations on Interorganizational Endorsements." Organization Science, vol 14, No. 3, 244-263, 2003. (with M. Higgins)

“When do ties matter? A contingent model of the implications of interorganizational partnerships for IPO and post-IPO success.” Strategic Management Journal, vol 24, no 2, pp 127-144, 2003 (with M. Higgins)

" Size of the Pie and Share of the Pie: Implications of Structural Embeddedness for Value Creation and Value Appropriation in Joint Ventures." Research in the Sociology of Organizations, vol 20, 209-242, 2003. (with L. Wang)

Manuscripts under review and in preparation:

Gulati, Ranjay, D. Lavie, and H. Singh. “The Contingency of Partnering Experience and the Gains from Alliances.”

Gulati, Ranjay and Jackson Nickerson, “Interorganizational trust, asset specificity, and their effect on organizational choice and performance for component sourcing in the US auto industry”.

Gulati, Ranjay and Phanish Puranam, “The Architecture of Organizational Duality: Inconsistencies between Formal and Informal Organization.”

Gulati, Ranjay and Maxim Sytch, “Exploring the Effects of Organizational Interdependence on the Performance of Buyer-Supplier Relationships: The Role of Embeddedness and Power.”

Oldroyd, James and R. Gulati, “Learning from Samples of Millions or More: Overcoming
Organizational Barriers to Inferential Learning”

Pollock, Tim and R. Gulati, “Endorsement and Market-Based Legitimation of High-Tech Startups.”

Puranam, Phanish and R. Gulati, “The Shrinking Core and Expanding Periphery: New Models for Organizing Firms.”

Puranam, Phanish and R. Gulati, “Relational Embeddedness within and across Firm Boundaries: Is there a Difference?”