Raghu B. Garud
Professor, Farrell Chair in Innovation and Entrepreneurship
Raghu Garud is the Michael J. Farrell Chair and Professor of Management and Organization. His research explores the emergence of novelty and its adoption. Specifically, he is interested in understanding how new ideas emerge, are valued, and become institutionalized. He has written extensively on these topics, offering concepts such as path creation, economies of substitution, technology entrepreneurship, bricolage and the socio-cognitive bases for technology emergence. His work was recognized by the Technology and Innovation Management Division of the Academy of Management as its distinguished scholar for 2020.
Raghu takes an engaged scholarship approach. He interacts with practitioners in the field, and theorizes about the issues they confront. For instance, his five-year Ph.D. work emerged through engaged scholarship with 3M Corporation. Subsequently, he continued with such scholarship by engaging with practitioners at Infosys Technologies, MindTree, NCR Corporation, Technical Research Education Center, wind turbine actors in Denmark, and scientists at ATLAS CERN in Geneva.
Before joining Pennsylvania State University, Raghu was on the faculty at the Stern School of Business, New York University. He was a Fellow of the Sydney Sussex College, the University of Cambridge, and a visiting scholar at VU Amsterdam, the Copenhagen Business School, the University of Bologna, the University of St. Gallen, The Indian School of Business, and the Singapore Management University.
He has co-edited or co-authored The Emergence of Novelty In Organizations, Oxford University Press; Technological Innovation: Oversights and Foresights, Cambridge University Press; Path Dependence and Path creation, Lawrence Earlbaum Associates; Cognition, Knowledge and Organization, JAI Press; Managing in the Modular Age: Architectures, Networks and Organizations, Blackwell and The Innovation Journey Oxford University Press, which was the finalist for the George R. Terry Book Award at the Academy of Management.
Raghu teaches courses on Innovation & Growth, Creativity & Innovation, The Management of Technology, and Entrepreneurship. He has taught undergraduates, graduates, Ph.Ds. and Executives at various institutions including the Smeal College of Business, the Stern School of Business, Indian School of Business, Motorola University, the Copenhagen Business School, the University of Bologna, the University of St. Gallen, Helsinki University of Technology, the Medici School, and Singapore Management University. He has received awards for teaching MBAs on several occasions.
Raghu served as the Chair of the Technology and Innovation Management (TIM) Division of the Academy of Management, the co-director of e-resources for the Academy, the co-editor of Organization Studies and the Associate Editor of Management Science.
Raghu was a co-PI on an NSF grant to study the architecture of collaboration in scientific communities and has received grants from 3M Corporation to study innovation and from the Society for Human Resource Management to study virtual work. He was the recipient of the Tenneco and Dexter awards and the best paper award from the Technology and Innovation Management Division of the Academy of Management as well as from the Center for Entrepreneurial Studies, Stern School. The Journal of Management Inquiry awarded Raghu the ‘Breaking the frame’ award for his paper titled A frame for deframing in strategic analysis. His dissertation was among the top 5 in the BPP dissertation competition, Academy of Management.
Innovation, Entrepreneurship, Emergence of novelty
Ph D, Strategic Management and Organization, University of Minnesota, 1989
ENTR 820 – CORP INNV STRATGS (3)
This course is designed to survey and explore the methods used to foster innovation and entrepreneurship in a corporate setting.Emphasis will be placed on the methods used in organizations to foster creativity, innovation, and new venture creation. Thiscourse covers both tactical and strategic approaches to innovation and entrepreneurship, and examines these in multiple contexts,including technology, business process, product, and strategy. Furthermore, the course will expand on widely acceptedframeworks and perspectives for managing innovation, such as agile product development, and the lean startup approach. Studentswill also delve into the more abstract notion of how to create and enable an organizational culture of innovation, manage conflict,and negotiate agreements effectively. Lastly, a final objective of the class is to ensure students understand how to protect andmanage intellectual property.
MGMT 538 – Sem in Org Thry (3)
Current theoretical and research issues applicable to the study of design and management of complex organizations.
MGMT 453 – Creativity and Innov (3)
Analysis of the process of innovation in organzations and of how creativity and other variables influence the process. MGMT 453 Creativity and Innovation (3) Creativity and Innovation analyzes the process of innovation in modern business organizations and the variables that influence the process. The relationship between creativity and innovation is investigated and individual, organizational and environmental influences on both the creative and innovation processes are examined. Special attention is given to organizational architectures that are conducive to innovation. A major objective of the course is to help students develop the competencies necessary for managing innovative organizations.
MGMT 551 – Grwth Innov Strtgy (2)
Identify opportunities for growth and profitability through technological and organizational innovations and market independently or with strategic partners.
MGMT 596 – Individual Studies (Variable)
Creative projects, including nonthesis research, which are supervised on an individual basis and which fall outside the scope of formal courses.
MGMT 601 – PH.D. DISSERTATION FULL-TIME (12)
ENTR 500 – Innovation and Entrepreneurship (1.9)
Practical and theortical insights into analyzing a new business opportunity that you have created.
ENGR 426 – Invention Commercialization (3)
Working with Penn State inventions selected by the Intellectual Property Office, student teams define an optimum commercialization path each technology.
MGMT 301H – Basic Management Concepts (3)
Study of fundamental principles and processes available to the understanding of management. Not available to students who have taken B A 304.
B A 304H – Management and Organization (2)
Junior Core Business Management - Honors Section.
ENTR 597A – Creativity, Innovation, and Entrepreneurship (2)
Formal courses given on a topical or special interest subject which may be offered infrequently; several different topics may be taught in one year or semester.
MGMT 590 – Colloquium (variable)
Continuing seminars which consist of a series of individual lectures by faculty, students, or outside speakers.
MGMT 496 – Independent Studies (variable)
Creative projects, including research and design, which are supervised on an individual basis and which fall outside the scope of formal courses.
Research Impact and Media Mention
Co-editor of Special Issue on "Managing in the Age of Disruption"
Editorial Review Board