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

  • Michael Useem, Harbir Singh, Peter Cappelli, Jitendra Singh (2015), "Indian Business Leadership: Broad Mission and Creative Value", The Leadership Quarterly
  • Vikas Aggarwal, Nicolaj Siggelkow, Harbir Singh (2011), Corporate Development Choices and Interdependence: Strategic Tradeoffs and Performance Implications, Strategic Management Journal, 32: 705-730.  
  • 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