Charles Galunic
Professor of Organisational Behaviour
Biography
Charles Galunic is a Professor of Organisational Behaviour and the Aviva Chaired Professor of Leadership and Responsibility at INSEAD. He works within the fields of organisation behaviour and strategy. His research mostly concerns the micro-foundations of strategic advantage (e.g., networks and culture) within organizations, and the role of leaders in shaping the environment within organizations. He also explores leadership transitions, that is how managers develop their leadership skills and identity.
He has published in top academic and practitioner-oriented journals, including the Journal of Managerial and Decision Economics, Administrative Science Quarterly, Academy of Management Journal, Organization Science, Strategic Management Journal, Harvard Business Review, and Research in Organizational Behaviour. He has served on the editorial board of Strategic Organization and the Strategic Management Journal, as well as a former associate editor of the Academy of Management Annals and departmental editor for the Journal of International Business Studies.
He has been a pioneer of several courses at INSEAD, including the core MBA course in Managing Organizations and the core EMBA course in Leading People and Organizations. He also served as the second Dean of the EMBA program, launching the program in the Chinese market (TIEMBA), which has become one of the highest FT-ranked Global EMBA’s in the world. He has won best case awards and was amongst the top 50 best-selling case authors in the 50 year history of the European Case Clearing House. He also teaches in a variety of INSEAD executive programs, both in Fontainebleau, Middle East, and Asia, and is a program director for one of INSEAD's flagship programs, the Transition to General Management. He has received multiple teaching awards at INSEAD, in the EMBA and EDP teaching and direction, including the INSEAD Excellence Award in Executive Education at INSEAD.
Professor Galunic holds a Ph.D. in Organizational Behaviour/Industrial Engineering Stanford University, California; a BA in Philosophy, Politics & Economics from Oxford University (Canadian Rhodes Scholar); and a B.Sc. in Chemical Engineering from Queen's University, Canada. He was also a visiting Fellow of Cambridge University (Judge Business School).
He has published in top academic and practitioner-oriented journals, including the Journal of Managerial and Decision Economics, Administrative Science Quarterly, Academy of Management Journal, Organization Science, Strategic Management Journal, Harvard Business Review, and Research in Organizational Behaviour. He has served on the editorial board of Strategic Organization and the Strategic Management Journal, as well as a former associate editor of the Academy of Management Annals and departmental editor for the Journal of International Business Studies.
He has been a pioneer of several courses at INSEAD, including the core MBA course in Managing Organizations and the core EMBA course in Leading People and Organizations. He also served as the second Dean of the EMBA program, launching the program in the Chinese market (TIEMBA), which has become one of the highest FT-ranked Global EMBA’s in the world. He has won best case awards and was amongst the top 50 best-selling case authors in the 50 year history of the European Case Clearing House. He also teaches in a variety of INSEAD executive programs, both in Fontainebleau, Middle East, and Asia, and is a program director for one of INSEAD's flagship programs, the Transition to General Management. He has received multiple teaching awards at INSEAD, in the EMBA and EDP teaching and direction, including the INSEAD Excellence Award in Executive Education at INSEAD.
Professor Galunic holds a Ph.D. in Organizational Behaviour/Industrial Engineering Stanford University, California; a BA in Philosophy, Politics & Economics from Oxford University (Canadian Rhodes Scholar); and a B.Sc. in Chemical Engineering from Queen's University, Canada. He was also a visiting Fellow of Cambridge University (Judge Business School).
Latest posts
Effective Networking Is About Giving, Not Just Taking
Charles Galunic
Developing professional relationships starts with adding value to others’ lives.
2
comments
Why the World Needs Ambidextrous Leaders
Charles Galunic
What the launch of ChatGPT can teach executives about leading in disruptive times.
How Much Control Do You Really Have Over Your Career?
Charles Galunic
Chance events may have a greater impact on career trajectories than we think.
Creative Concepts Have Networks, Too
Data from 12 years of high-end fashion reveal clues about the building blocks of successful styles.
1
comment
Sustaining Digitisation Hinges on Culture
Charles Galunic
Digital transformation can be your Trojan horse for cultural change.
2
comments
The Structures That Can Support Your Digital Journey
Digitisation efforts gain real legitimacy only when they move to the business core.
1
comment
Overcoming Resistance to Digital Change
Leaders need to see the ways in which digital change is different.
1
comment
Scanning and Responding to Digital Change
Digitisation requires organisations to keep a keen eye on the horizon and respond by bending their processes.
Who You Need for Your Digital Journey
Many different skillsets will be necessary for your organisation’s digital journey.
3
comments
A 10-Point Framework for the Digital Journey
Digitisation is here to stay so organisations should consider treating it as a long-term investment.
5
comments
How to Get Ahead When You Hate Networking
C. Galunic, B. Bensaou, C. Jonczyk Sédès
Networking is important for career growth but not everyone loves it.
5
comments
Wells Fargo Misread its Own Culture
Corporate leaders are responsible for both the company culture the firm proclaims and that which really exists.
Wild Theories Beat Credibility on Social Media
C. Galunic, C. Kaligotla
The propensity of internet users to believe in false ideas has dangerous implications for social media.
1
comment
Does Articulating Your Corporate Values Matter?
Listing your corporate values is not enough—companies need to wrestle with their cultures to make a difference, distinguishing them from their peers and updating them as they evolve.
1
comment
The Power of Knowledge Sharing
Systems to manage the wealth of knowledge inside companies can help junior staff get a leg up in career advancement.
3
comments
The Future of Media Is (Also) About Its Institutions
The media titans of today will play a decisive role in shaping the digital future.
Europe: 8 out of 50
The Economist writes about the 50 most valued companies in the world, where Europe has about 8 (Switzerland and the UK have 4 of those 8). American firms pushed ahead with the recovery: European giants looked good when America slumped but now fall back in the pack.
Lessons from Obama’s Campaign Victory
Charles Galunic
Government and business organizations are different in important ways (for instance, one of them is not a democracy), but a political campaign has some useful lessons for leaders of any organization. While the balance of power in democratic governments can lead to deadlock and painfully slow consensus building (in their steady state), the “simplicity” of elections (competing bodies, a deadline, a vote, a decision) is, in a strange way, closer to the reality of business organizations (at least those in flux and who face choices which cannot be made through pure hierarchical fiat).