User:Amba4eva/Sumantra Ghoshal

Lead
Ghoshal met Christopher Bartlett while he was a PhD student at Harvard. Both of whom have gone on to become frequent contributors at Harvard Business Review and both have collaborated in writing several influential books and articles relating to leadership and organization managements.

Biography
Ghoshal specialized in Strategic and International Management, often talked about leadership structures and organizational change in large multinational entities. He made a significant contribution to the field of management. He was an influential figure serving on various editorial boards of distinguished journals such as the Academy of Management Review and the European Management Journal. Ghoshal played a significant role in major companies in India and globally, serving as the Chairman Supervisory Board of Duncan-Goenka and held a position on the board of entities like Mahindra-British Telecom.

Awards

 * In 2002, Ghosha and Bartlett were presented with the Award on Leadership and Corporate Governance from the Association of Executive Search and Leadership Consultants (AESC) for their collaborative article “Building Competitive Advantage Through People.”

Works
Ghoshal developed most of his theories from his personal interactions with managers worldwide. Ghoshal made a controversial theory that companies should not be involve in corporate social responsibilities describing it as “old, tired, and to my mind, useless”. He explains that building infrastructure should be the responsibility of the government. Ghoshal concluded his explanation by saying job creation, innovation, and economic prosperity is itself a significant societal contribution.

The Multinational Corporation as an Interorganizational Network.
In 1990, Ghoshal and Bartlett argues in their article with the Academy of Management Review that major multinational entities will be better understood if they portray themselves as interorganizational alliances, instead of considering itself as one big organization. They also suggested that multinational corporation should be viewed as a network of communication between its headquarters and various international branches.

The Essence of Megacorporations.
in 1995, Ghoshal co-authored an article with Moran, P., Almeida-Costa, L., titled "The Essence of the Megacorporations", arguing that megacorporation internal structures should not be view solely on hierarchy and that hierarchy are not the critical elements of internal governance. They continued with their theory, maintaining that company should create an institutional context that motivates individuals to act in the organization’s best interests, rather than relying solely on hierarchical control. The article was published with the Journal of Institutional and Theoretical Economics (JITE).

Beyond Strategy to Purpose.
Ghoshal and Bartlett co-authored an article titled “Beyond Strategy to Purpose” with the Harvard Business Review where they argued that if a company's values are only self-serving, they lose appeal to both employees and customers. They also insinuated that companies should shift from a purely transactional relationship with their employees to one that fosters mutual respect, commitment, and a sense of belonging. Arguing such an approach will create a mutually beneficial work environment and overall productivity of the organization.

Bad Management Theories are Destroying Good Management Practices.
In his final article with the Academy of Management Learning and Education published in 2005, Ghoshal attributed the recent downward trend of organization practices are a reflection of how research and studies are carried out in the field of business and managements. Ghoshal explains that by promoting theories driven by a particular ideology that lacks moral grounding, business schools have inadvertently absolved their students from ethical accountability. Ghoshal is in the school of thoughts that management theorists should not treat the study of business as physical science because field of business management and physical science are fundamentally different.

Death
Ghoshal died March 3, 2004 at a London hospital after a 11-day battle with double brain hemorrhage. Julian Birkinshaw, a fellow professor at the London Business School, remembered Ghoshal's warning that large organizations could lose their legitimacy unless they actively contribute positively to the world. While paying tribute to Ghoshal, Birkinshaw highlighted Ghoshal's revolutionary approach to traditional management principles. Ghoshal advocated for a compassionate corporate culture that empowered individual workers, viewing them as entrepreneurs, fundamental to any organization. Many of his coleagues saw him as a pleasant unorthodox thinker, consistently challenging prevailing theories and emphasizing the significance of the individual entrepreneur in corporate life. Ghoshal was married to his wife Sushmita, with whom they had two sons Anand and Siddharth. After his death in 2004, The Economist published an article where they described him as a man of boundless energy and inventfullness.

Publications
Ghoshal published 10 books, over 70 articles, and several award-winning case studies. Books, a selection:

'''Rocha, Hector and Ghoshal, Sumantra. "Beyond Self-Interest Revisited." Journal of Management Studies 43(3) (2006): 585–619.'''

'''Ghoshal, S. (2005). Bad management theories are destroying good management practices. Academy of Management learning & education, 4(1), 75-91.'''

'''Bartlett, C. A., & Ghoshal, S. (1994). Changing the role of top management: Beyond strategy to purpose. Harvard business review, 72(6), 79-88.'''

'''Bartlett, C. A., & Ghoshal, S. (1987). Managing across borders: new strategic requirements. Sloan management review, 28(4), 7-17.'''

'''Ghoshal, S., & Moran, P. (1996). Bad for practice: A critique of the transaction cost theory. Academy of management Review, 21(1), 13-47.'''

'''Bartlett, C. A., & Ghoshal, S. (2002). Building competitive advantage through people. MIT Sloan management review.'''

'''Bartlett, C. A., & Ghoshal, S. (1993). Beyond the M‐form: Toward a managerial theory of the firm. Strategic Management Journal, 14(S2), 23-46.'''

'''Ghoshal, S., & Bartlett, C. A. (1990). The multinational corporation as an interorganizational network. Academy of management review, 15(4), 603-626.'''

'''Lovas, B., & Ghoshal, S. (2000). Strategy as guided evolution. Strategic management journal, 21(9), 875-896.'''

'''Ghoshal, S. (1987). Global strategy: An organizing framework. Strategic management journal, 8(5), 425-440.'''

'''Bartlett, C. A., & Ghoshal, S. (2000). Going global: lessons from late movers. Reading, 1(3), 75-84.'''

'''Bartlett, C. A., & Ghoshal, S. (1988). Organizing for worldwide effectiveness: The transnational solution. California management review, 31(1), 54-74.'''

'''Ghoshal, S., & Bartlett, C. A. (1995). Changing the role of management. Harvard Business Review, 73(1), 86-96.'''