Photo of Harbir Singh

Harbir Singh

Mack Professor of Management

Co-Director, Mack Institute for Innovation Management

Vice Dean, Global Initiatives

Research Interests: corporate governance, corporate restructuring, joint ventures, management buyouts, strategies for corporate acquisitions

Links: CV

Contact Information

Address: 2105 SH-DH, 3620 Locust Walk, Philadelphia, PA 19104
Email: singhh@wharton.upenn.edu
Office: (215) 898-6752

Overview

Education

PhD, University of Michigan, 1984; MBA, Indian Institute of Management, Ahmedabad, 1978; BTech, Indian Institute of Technology, Delhi, 1975

 

Academic Positions Held

Wharton: 1984-present (Vice Dean for Global Initiatives, 2008-present; Acting Chairperson, Management Department, 2007-2008; named the Mack Professor, 2005; Co-Director, Mack Institute for Innovation Management, 2001-present; Chairperson, Management Department, 1999-2001; named Edward H. Bowman Professor of Management, 1999-2005).

Other Positions

Sales Management, Madura Coats, Ltd., 1978-79; Sales Officer, Philips India, Ltd., 1975-76

Professional Leadership

Editorial Board, Strategic Management Journal, 1989-present; Editorial Board, Academy of Management Review, 1993-present

 

Selected Publications

Building Capabilities Through Learning: The Role of the Alliance Learning Process in Alliance Capability and Success, (with P. Kale). Strategic Management Journal, forthcoming.

Splitting the Pie: Rent Distribution in Alliances and Networks, (with J. Dyer and P. Kale). Managerial and Decision Economics, forthcoming.

Organizing for Innovation: Managing the Coordination-Autonomy Dilemma in Technology Acquisitions, (with P. Puranam and M. Zollo). Academy of Management Journal 49:2, 2006.

When to Ally and When to Acquire? (with J. Dyer and P. Kale), Harvard Business Review, 2004.

Deliberate Learning in Corporate Acquisitions: Post-Acquisition Strategies and Integration Capability in US Bank Mergers, (with M. Zollo), Strategic Management Journal, 25:13, 2004.

A Bird in Hand? Integration Tradeoffs in Technology-Grafting Acquisitions, (with P. Puranam and M. Zollo), European Management Journal, 2003.

Interorganizational Routines and Performance in Strategic Alliances, (with J. Reuer and M. Zollo), Organization Science 13:6, 2002.

Alliance Capability, Stock Market Response and Long-Term Alliance Success: The Role of the Alliance Function, (with P. Kale and J. Dyer), Strategic Management Journal 23:8, 2002.

Post-Formation Dynamics in Strategic Alliances, (with M. Zollo and J. Reuer), Organization Science 23:2, 2002.

Value Creation and Success in Strategic Alliances: Alliancing Skills and the Role of the Alliance Function and Systems, (with J. Dyer and P. Kale), European Management Journal 19:5, 2001.

How To Make Strategic Alliances Work, (with P. Kale and J. Dyer), Sloan Management Review 42:4, 2001.

Corporate and Industry Effects on Business Unit Competitive Position, (with S.J. Chang), Strategic Management Journal 21:7, 2000.

Acquisition of Physician Group Practices by For-Profit and Not-For-Profit Organizations, (with R.L. Burns and R.A. DeGraaf), Quarterly Journal of Economics and Finance 39:4, 1999.

Complementarity, Status Similarity and Social Capital as Drivers of Alliance Formation, (with S. Chung and K. Lee), Strategic Management Journal, 2000.

The Architecture of Cooperation: Coordination Costs and the Governance of Strategic Alliances, (with R. Gulati), Administrative Science Quarterly, 1999.

When Does Corporate Restructuring Improve Economic Performance? (with E.H. Bowman, M. Useem and R. Bhadury), California Management Review, 1999.

Relational Advantage: Relational Rents and Sources of Interorganizational Advantage, (with J. Dyer). Academy of Management Review 23:4, 1998.

National Culture Distance and Cross-Border Acquisition Performance, (with P. Morosini and S. Shane), Journal of International Business Studies, 1998.

Asset Redeployment, Acquisitions and Corporate Strategy in Declining Industries, (with J. Anand), Strategic Management Journal, 1997.

Corporate Restructuring: A Symptom of Poor Governance or a Solution to Past Managerial Mistakes? (with C. Markides), European Management Journal 15:3, 1997.

 

 

Research


  • Vikas Aggarwal, Nicolaj Siggelkow, Harbir Singh (2011), Corporate Development Choices and Interdependence: Strategic Tradeoffs and Performance Implications, Strategic Management Journal, 32: 705-730.  
  • Jitendra Singh, Peter Cappelli, Harbir Singh, Michael Useem, The India Way: How India’s Top Business Leaders are Revolutionizing Management, Harvard Business Press (2010).  Related Materials
  • Peter Cappelli, Harbir Singh, Jitendra Singh, Michael Useem (2010), "Leadership Lessons From India", Harvard Business Review, 90-97.  Abstract
  • P. Puranam, Harbir Singh, Saikat Chaudhuri (2009), Integrating Acquired Capabilities: When Structural Integration is (Un)Necessary, Organization Science    Abstract
  • Harbir Singh, P. Puranam, M. Zollo (2006), Organizing for Innovation: Managing the Coordination-Autonomy Dilemma In Technology Acquisitions, Academy of Management Journal, 49:2.  Abstract
  • Harbir Singh, P. Kale, J. Dyer (2002), Alliance Capability, Stock Market Response and Long-Term Alliance Success: The Role of the Alliance Function, Strategic Management Journal, 23:8.  Abstract
  • Harbir Singh, R. Gulati (1999), "The Architecture of Cooperation: Coordination Costs and the Governance of Strategic Alliances", Administrative Science Quarterly  Abstract

Awards And Honors

  • Miller-Sherrerd MBA Core Teaching Award, 1993

In The News

Knowledge @ Wharton

Courses

Current

  • MGMT721 - Corporate Development: Mergers and Acquisitions

    This course explores the various modes of corporate development available to managers to drive firm growth and change, including alliances, outsourcing, corporate venturing, and particularly mergers and acquisitions. The objectives are three-fold: (1) to arm you with a set of tools to facilitate the selection of the appropriate growth strategy in a given situation; (2) to provide you with insights as to how to manage partnerships like alliances, outsourcing, and corporate venturing; and, (3) to develop a comprehensive framework for executing M&As, from initiation to implementation. The emphasis is on strategic and operational aspects of these transactions, rather than financial considerations. We begin by examining the different modes of corporate development, including the applicability and management approaches for each, particularly various types of partnerships. We then delve into acquisition screening and deal-making. Afterwards, we consider in detail post-merger integration. The course ends with the presentation of project work and a review of the course learnings. In terms of its pedagogical approach, this is designed to be an interactive, applied, case-based course with accompanying conceptual readings to help structure your thinking.

    Given the nature of the course, we will also apply the lessons from the cases to understand the challenges and implications of relevant recent and on-going deals. In addition, guest speakers with experience in investment banking, consulting, and industry will be invited to share their perspectives. A semester-long group project is intended to give you the opportunity to apply your learning from the course to a context that is most interesting and relevant to you.

    MGMT721701 

Previous

  • MGMT721 - Corporate Development: Mergers and Acquisitions

    This course explores the various modes of corporate development available to managers to drive firm growth and change, including alliances, outsourcing, corporate venturing, and particularly mergers and acquisitions. The objectives are three-fold: (1) to arm you with a set of tools to facilitate the selection of the appropriate growth strategy in a given situation; (2) to provide you with insights as to how to manage partnerships like alliances, outsourcing, and corporate venturing; and, (3) to develop a comprehensive framework for executing M&As, from initiation to implementation. The emphasis is on strategic and operational aspects of these transactions, rather than financial considerations. We begin by examining the different modes of corporate development, including the applicability and management approaches for each, particularly various types of partnerships. We then delve into acquisition screening and deal-making. Afterwards, we consider in detail post-merger integration. The course ends with the presentation of project work and a review of the course learnings. In terms of its pedagogical approach, this is designed to be an interactive, applied, case-based course with accompanying conceptual readings to help structure your thinking.

  • MGMT893 - Advanced Study Project for Entrepreneurial Management