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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).

Latest posts

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Career

Effective Networking Is About Giving, Not Just Taking

Charles Galunic

Developing professional relationships starts with adding value to others’ lives.
2 comments

Leadership & Organisations

Why the World Needs Ambidextrous Leaders

Charles Galunic

What the launch of ChatGPT can teach executives about leading in disruptive times.

Career

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.

Leadership & Organisations

Creative Concepts Have Networks, Too

Data from 12 years of high-end fashion reveal clues about the building blocks of successful styles.
1 comment

Leadership & Organisations

Sustaining Digitisation Hinges on Culture

Charles Galunic

Digital transformation can be your Trojan horse for cultural change.
2 comments

Leadership & Organisations

The Structures That Can Support Your Digital Journey

Digitisation efforts gain real legitimacy only when they move to the business core.
1 comment

Leadership & Organisations

Overcoming Resistance to Digital Change

Leaders need to see the ways in which digital change is different.
1 comment

Leadership & Organisations

Scanning and Responding to Digital Change

Digitisation requires organisations to keep a keen eye on the horizon and respond by bending their processes.

Leadership & Organisations

Who You Need for Your Digital Journey

Many different skillsets will be necessary for your organisation’s digital journey.
3 comments

Leadership & Organisations

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

Leadership & Organisations

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

Leadership & Organisations

Wells Fargo Misread its Own Culture

Corporate leaders are responsible for both the company culture the firm proclaims and that which really exists.

Leadership & Organisations

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

Leadership & Organisations

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

Leadership & Organisations

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

Entrepreneurship

The Future of Media Is (Also) About Its Institutions

The media titans of today will play a decisive role in shaping the digital future.

Leadership & Organisations

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.

Leadership & Organisations

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).