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Managing Network Resources: Alliances, Affiliations, and Other Relational Assets Paperback – May 17, 2007

ISBN-13: 978-0199299850 ISBN-10: 0199299854 Edition: 1st

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Editorial Reviews


"This is a book I have been eager to see. Gulati has done a service to his colleagues in bringing together in one convenient reference so many of his influential papers. More than is possible in journal articles, the book provides an integrated view, in broader perspective, of Gulati's productive study of alliances as a network phenomenon."-- Ronald S. Burt, Hobart W. Williams Professor of Sociology and Strategy, University of Chicago

About the Author

Ranjay Gulati is the Michael L. Nemmers Distinguished Professor of Strategy and Organizations at the Kellogg School of Management, Northwestern University. He has spent the last 15 years studying the network dynamics associated with the formation of interfirm strategic alliances, and has been published in leading journals such as American Journal of Sociology, Administrative Science Quarterly, Academy of Management Journal, Organization Science, and Harvard Business Review. He is the past-President of the Business Policy and Strategy Division at the Academy of Management, and was recently ranked as among the top 10 most cited scholars in Economics and Business over the last 10 years by ISI-Incite. The Economist Intelligence Unit recently listed him as among the top handful of business school scholars whose work is most relevant to management practice.

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More About the Author

Professor Gulati is an expert on leadership, strategy, and organizational issues in firms and the Jaime and Josefina Chua Tiampo Professor at the Harvard Business School. 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.

In his most recent book, Reorganize for Resilience, strategy and organizational behavior Gulati reveals how "resilient" companies--those that prosper both in good times and bad--are driving growth and increasing profitability by immersing themselves in the lives of their customers. Instead of pushing their own offerings on customers, these firms work from the outside-in: identifying current and potential customer problems and then providing seamless, integrated products and services that address them.

Based on more than a decade of research in a variety of industries, this implementation-focused guide shows how resilient companies do it: how they break down internal barriers that impede action, build bridges across divisions, and create a network of collaborators. Using examples from companies including Cisco Systems, La Farge, Starbucks, Best Buy, and Jones Lang LaSalle, Gulati outlines five key levers that together help create a resilient organization.

* Coordination: connect, eradicate, or restructure silos to enable swift responses
* Cooperation: align all employees around the shared goals of customer solutions
* Clout: redistribute power to "bridge builders" and customer champions
* Capability: develop employees' skills at tackling changing customer needs
* Connection: blend your offerings with partners to provide unique customer solutions

Authoritative and practical, Reorganize for Resilience will finally help you "walk the walk" of customer-centricity--and jumpstart a virtuous cycle of profits, growth, and competitive advantage. Videos on Gulati's book can be found at:

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.

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 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. Professor Gulati is a frequent guest on CNBC and has been a panelist on several of their series on topics that include: the Business of Innovation, Collaboration, and Leadership Vision.

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