haku: @author Gulati, R. / yhteensä: 9
viitteet: 1-9 / 9
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1.
The nature of partnering experience and the gains from alliances
Strategic Management Journal
2009 : NOV, VOL. 30:11, p. 1213-1233
 2009 Gulati, R.
Lavie, D.
Singh, H.
2.
Stacking the deck: the effects of top management backgrounds on investor decisions
Strategic Management Journal
2006 : JAN, VOL. 27:1, p. 1 – 25
 2006 Higgins, M. C.
Gulati, R.
3.
Getting Off to a Good Start: The Effects of Upper Echelon Affiliations on Underwriter Prestige
Organization Science
2003 : MAY-JUN, VOL. 14:3, p. 244-263
 2003 Higgins, M. C.
Gulati, R.
4.
Get the right mix of bricks & clicks
Harvard Business Review
2000 : MAY/JUN, VOL. 78:3, p. 107-114
 2000 Gulati, R.
Garino, J.
5.
Cooperative or controlling? The effects of CEO-board relations and the content of interlocks on the formation of joint ventures
Administrative Science Quarterly
1999 : SEP, VOL. 44:3, p. 473-506
 1999 Gulati, R.
Westphal, J. D.
6.
Where do interorganizational networks come from ?
American Journal of Sociology
1999 : MAR, VOL. 104:5, p. 1439-1493
 1999 Gulati, R.
Gargiulo, M.
7.
The Architecture of cooperation: Managing coordination costs and appropriation concerns in strategic alliances
Administrative Science Quarterly
1998 : DEC, VOL 43:4, p. 781 - 814
 1998 Gulati, R.
Singh, H.
8.
What is the Optimum Amount of Organizational Slack ? A Study of the Relationship between Slack and Innovation in Multinational Firms
European Management Journal
1997 : VOL. 15:6, p. 603-611
 1997 Nohria, N.
Gulati, R.
9.
Unilateral commitments and the importance of process in alliances
Sloan Management Review
1994 : SPRING, VOL. 35:3, p. 61-69
 1994 Gulati, R.
Khanna, T.
Nohria, N.
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