A new book looks at the history of the U.S. aviation industry through the eyes of its entrepreneurs, managers, and leaders—men like Pan Am's Juan Trippe and Southwest Airlines' Herb Kelleher—each emerging at different stages of the industry's evolution from start-up to rebirth. Who comes next? An interview with coauthor Anthony J. Mayo.
Published in 2008
In the newly released book On Competition, Professor Michael E. Porter updates his classic articles on the competitive forces that shape strategy. We excerpt a portion on advice for new CEOs, written with HBS faculty Jay W. Lorsch and Nitin Nohria.
Published in 2007
Business leaders in the United States have usually been white men who were blessed with the right religion, family, or education. But "outsiders" have also created their own paths to leadership, a trend on the rise today. Paths to Power is the first book in fifty years to exhaustively analyze the demographics of leadership and access in business in the U.S., and how the face of American leadership might be changing. A Q&A with Anthony J. Mayo.
Published in 2006
Company-specific skills may be valuable in a new job under the right conditions, say Harvard Business School's Boris Groysberg, Andrew N. McLean, and Nitin Nohria. They studied GE; here's an excerpt from Harvard Business Review.
Published in 2005
Malcolm P. McLean (1914-2001) hit on an idea to dramatically reduce labor and dock servicing time. An excerpt from In Their Time: The Greatest Business Leaders of the Twentieth Century by Harvard Business School's Anthony J. Mayo and Nitin Nohria.
If management was a licensed profession on a par with law or medicine, there might be fewer opportunities for corporate bad guys, argue HBS professors Rakesh Khurana and Nitin Nohria, and research associate Daniel Penrice.
Published in 2004
Any new CEO who tries to wield power unilaterally will pay for it, according to Harvard Business School professors Michael E. Porter, Jay W. Lorsch, and Nitin Nohria. An excerpt from Harvard Business Review.
A new database on great American leaders offers surprising insights on the nature of leadership. A Q&A with Tony Mayo, executive director of the Harvard Business School Leadership Initiative.
Published in 2003
HBS professor Nitin Nohria along with William Joyce and Bruce Roberson studied 160 companies to look for common management practices that succeed. A hint: Business basics matter.
Published in 2002
It's not easy to transform a trusty but ailing old stalwart. In an excerpt from their book, Changing Fortunes: Remaking the Industrial Corporation, HBS professor Nitin Nohria and co-authors Davis Dyer and Frederick Dalzell discuss how General Motors and Kodak are attempting precisely that.
Ambition, envy, self-deception. These "master passions" are everywhere, say HBS professor Nitin Nohria and the University of Toronto's Mihnea C. Moldoveanu, co-authors of Master Passions: Emotion, Narrative, and the Development of Culture. In this excerpt, they describe what master passions mean for you.
Published in 2001
Exclusive! In this first look at a new book, HBS professors Paul Lawrence and Nitin Nohria explore how human nature shapes business organizations. Does your organization reflect the four basic human drives? Plus: Q&A.
Clearly "mobile commerce"—shopping with wireless devices—is a powerful new way to grab consumers. But don't think of this as business as usual, says HBS professor Nitin Nohria and collaborator Marty Leestma.
How can firms maximize economic value while developing their organizational capabilities? In a corporate environment where change is constant, business leaders are continually challenged by this dilemma. In this excerpt from "Resolving the Tension between Theories E and O of Change," from Michael Beer and Nitin Nohria's Breaking the Code of Change, the authors present a framework toward "an integrative theory of change."
Leadership comes in many shapes and sizes, and often from entirely unexpected quarters. In this excerpt from the HBS Bulletin, five HBS professors weigh in with their views on leadership in action.
Published in 2000
Are business incubators a fleeting phenomenon or a lasting way of bringing start-ups to fruition? Four HBS professors argue that one particular model—the "networked incubator"—is most likely to endure.
Published in 1999
Knowledge management as a conscious practice is so new that there are few successful models for executives to use as guides. In this excerpt from their article in the Harvard Business Review, HBS Professors Morten T. Hansen and Nitin Nohria and colleague Thomas Tierney of Bain & Company reveal two key KM strategies — codification and personalization — and their use among consulting firms.
