Rakesh Khurana
There are 9 articles for this faculty member.
About Faculty in this Article:
Rakesh Khurana is an associate professor in the Organizational Behavior unit at Harvard Business School.
Management Education's Unanswered Questions
| Q&A with: | Rakesh Khurana |
|---|---|
| Published: | October 8, 2007 |
| Feature: | Research & Ideas |
Managers want the status of professionals, but not all managers want the constraints that go along with professions. Why? For more than 100 years, business education at the top universities has been searching for its soul. HBS professor Rakesh Khurana, author of a new book, says business school education is at a turning point.
Published in 2006
The Compensation Game
| Published: | August 30, 2006 |
|---|---|
| Feature: | Op-Ed |
Do CEOs deserve "star" compensation? The idea that CEO pay is driven by the invisible hand of market forces is a myth from which chief executives have long benefited, say Harvard professors Lucian Bebchuk and Rakesh Khurana.
Take Responsibility for Rising Stars
| Published: | February 27, 2006 |
|---|---|
| Feature: | Research & Ideas |
Leadership succession and recruitment need the sharp attention of your company's top executives and board. But who should be held accountable—and how? An excerpt from a Harvard Business Review article by Jeffrey Cohn, Rakesh Khurana, and Laura Reeves.
Published in 2005
Governance and CEO Turnover: Do Something or Do the Right Thing?
| Authors: | Ray Fisman, Rakesh Khurana, and Matthew Rhodes-Kropf |
|---|---|
| Published: | July 5, 2006 |
| Paper Release Date: | April 2005 |
| Feature: | Working Papers |
CEOs who become "entrenched" by the board of directors can gain an extra buffer between themselves and angry shareholders. Entrenchment has potential costs (a poorly performing CEO hangs on to the job) but also benefits (the board can deflect shareholder cries for dismissal of a CEO who was merely unlucky). The authors hope to shift the emphasis of the debate on entrenchment to a consideration of these tradeoffs and to shift the focus of the entrenchment-performance discussion toward the decisions, such as CEO dismissal, that are directly tied to the actions of the board.
Is Business Management a Profession?
| Published: | February 21, 2005 |
|---|---|
| Feature: | Op-Ed |
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.
How to Put Meaning Back into Leading
| Q&A with: | Rakesh Khurana and Joel Podolny |
|---|---|
| Published: | January 10, 2005 |
| Feature: | Research & Ideas |
When research on leadership pays more attention to financial results than a person's ability to give the company a sense of purpose, something crucial is lost. Three Harvard Business School scholars are working to change the debate. A Q&A with Joel M. Podolny, Rakesh Khurana, and Marya Hill-Popper.
Published in 2003
Greed, Fear, and The System Hinder Corporate Reform
| Published: | May 5, 2003 |
|---|---|
| Feature: | Views on News |
If we’re going to fix the system we need to take a realistic look at the possibilities and limitations of regulation, said panelists. Here’s their diagnosis.
Published in 2002
The Irrational Quest for Charismatic CEOs
| Q&A with: | Rakesh Khurana |
|---|---|
| Published: | September 16, 2002 |
| Feature: | Research & Ideas |
Companies reflexively look to charismatic CEOs to save them, and that's a bad idea, says HBS professor Rakesh Khurana. In this excerpt from his new book and in an e-mail interview with HBS Working Knowledge, he explains how the CEO cult arose.
Published in 2001
Looking for CEOs in All the Wrong Places
| Published: | July 23, 2001 |
|---|---|
| Feature: | Research & Ideas |
In searching for a new CEO, many companies depend on board contacts to find candidates and diminish the role of search firms. And that may be a big mistake, suggests HBS assistant professor Rakesh Khurana.
