David A. Garvin
There are 10 articles for this faculty member.
Business schools are innovating and experimenting to change the MBA experience, and to help business education regain its relevance and value. Along with a changing curricula, programs are attempting to make the learning experience more interactive, engaging, global, and experiential.
Published in 2008
The MBA industry is in turmoil. Many business schools are revisiting their offerings to see if they still have relevance in the 21st century. And HBS is using its centennial year to convene worldwide experts on business education and plot its directions for the next 100 years. From HBS Alumni Bulletin.
Professor C. Roland ("Chris") Christensen was the maestro of Harvard Business School's case method of teaching. Over a career spanning half a century, Christensen made his colleagues better teachers, and his students better leaders. From the HBS Alumni Bulletin.
Published in 2005
Often the hardest part of a turnaround is improving bad interpersonal behavior in the organization. A Harvard Business Review excerpt by professors David Garvin and Michael Roberto.
Published in 2003
Professor David A. Garvin offers a rare inside glimpse at how the case method is used by both faculty and students in classrooms at Harvard Business School.
Published in 2001
As you weigh the options for your company's next step, how do you decide which way to turn? HBS professors David A. Garvin and Michael A. Roberto offer some tips in this excerpt from Harvard Business Review. Plus: Q&A with Garvin and Roberto
Many corporate change efforts are greeted with rolling eyes from employees. Harvard Business School professors David Garvin and Rosabeth Moss Kanter help identify the keys to a successful company transformation.
Published in 2000
New ideas are important, says HBS professor David Garvin, but they're not enough: A true "learning organization" must enable every member of the organization to act in an informed way upon what's been learned before.
Most managers today understand the value of building a learning organization. But in moving from theory into practice, managers must realize there's no one-size-fits-all strategy applicable to every company and every situation. In this excerpt from his book Learning in Action: A Guide to Putting the Learning Organization to Work (HBS Press), HBS Professor David A. Garvin shows how different organizations put different learning strategies to work.
