Established in 1922, Harvard Business Review is a wholly owned, not-for-profit subsidiary of Harvard University. Harvard Business Review's readers are the men and women charting the future of business. They embrace HBR for its indispensable insights, breakthrough ideas, and current best practices. Harvard Business Review is the source of the best new ideas for people who are creating, leading, and transforming business. Harvard Business Review has bridged the worlds of academia and business by publishing groundbreaking ideas from experts at the forward edge of management and leadership practice, in a format that businesspeople can apply in their own careers and companies. The ideas published in HBR have wide-ranging impact, influencing strategy at leading corporations, setting the terms of management debate and discussion, and inspiring business leaders. Some of the influential landmark ideas launched in its pages include: Renee Mauborgne and Chan Kim’s ‘blue ocean strategy’, Pankaj Ghemawat’s ‘regional strategies for global companies’, Clayton C. Christensen’s ‘disruptive innovation’, Jim Collins’s ‘level-five leadership’, Michael E. Porter’s ‘five forces of competition’, C.K. Prahalad and Gary Hamel’s ‘core competence of the organization’, and Robert Kaplan and David Norton’s balanced scorecard. In 2003 and 2005, the magazine was a finalist for the National Magazine Award for General Excellence, the most prestigious award in the U.S. magazine industry.
Established in 1922, Harvard Business Review is a wholly owned, not-for-profit subsidiary of Harvard University. Harvard Business Review's readers are the men and women charting the future of business. They embrace HBR for its indispensable insights, breakthrough ideas, and current best practices. Harvard Business Review is the source of the best new ideas for people who are creating, leading, and transforming business. Harvard Business Review has bridged the worlds of academia and business by publishing groundbreaking ideas from experts at the forward edge of management and leadership practice, in a format that businesspeople can apply in their own careers and companies. The ideas published in HBR have wide-ranging impact, influencing strategy at leading corporations, setting the terms of management debate and discussion, and inspiring business leaders. Some of the influential landmark ideas launched in its pages include: Renee Mauborgne and Chan Kim’s ‘blue ocean strategy’, Pankaj Ghemawat’s ‘regional strategies for global companies’, Clayton C. Christensen’s ‘disruptive innovation’, Jim Collins’s ‘level-five leadership’, Michael E. Porter’s ‘five forces of competition’, C.K. Prahalad and Gary Hamel’s ‘core competence of the organization’, and Robert Kaplan and David Norton’s balanced scorecard. In 2003 and 2005, the magazine was a finalist for the National Magazine Award for General Excellence, the most prestigious award in the U.S. magazine industry.
