MIT Sloan Management Review leads the discourse among academic researchers, business executives and other influential thought leaders about advances in management practice, particularly those shaped by technology, that are transforming how people lead and innovate. MIT SMR disseminates new management research and innovative ideas so that thoughtful executives can capitalize on the opportunities generated by rapid organizational, technological and societal change.
We distribute our content on the web, in print and on mobile and portable platforms, as well as via licensees and libraries around the world.
We source content for our readers primarily in two ways:
Independent research and ideas from global thought leaders. Since 1959, MIT SMR has been a forum for business-management innovators from around the world to present their ideas and research. Authors have included Christopher Bartlett, Max Bazerman, Erik Brynjolfsson, Henry Chesbrough, Clayton Christensen, Richard D’Aveni, Thomas Davenport, Sumantra Ghoshal, Daniel Goleman, Vijay Govindarajan, Lynda Gratton, Gary Hamel, Rosabeth Moss Kanter, Rhakesh Khurana, Philip Kotler, Ed Lawler, Thomas Malone, Costas Markides, Andrew McAfee, Rita McGrath, Henry Mintzberg, Nitin Nohria, C.K. Prahalad, John Quelch, James Brian Quinn, Peter Senge and Lester Thurow. We work closely with authors to ensure that their articles provide interpretation and analysis for practicing managers: thought-provoking strategies that offer real-world management solutions.
MIT SMR-generated research and ideas (Big Ideas). The MIT SMR Big Ideas are collaborative inquiries capturing the best thinking, reporting and scholarly research on the management implications of one significant transformation in the business environment. We conduct interviews and original research to explore these implications. The Big Ideas illuminate major changes in the competitive landscape that managers are hungry to understand and that are the chief drivers of management practice innovation as enterprises respond to novel opportunities and threats.
The intensifying “data deluge,” and the new analytical approaches that help organizations exploit that data, will fundamentally change how managers make decisions and innovate. Data & Analytics explores the challenges of the data-driven world in this era of big data, and defines the new organizational capabilities this environment will demand.
The digital leadership exploration includes those issues and concerns most pressing and relevant for both born-digital companies as well as those at every level of digital transformation. Includes content on cultivating top digital talent, managing new technologies, digital strategy, mobile and social tools and media.
"AI and Business Strategy" explores the most important business opportunities and challenges for managers posed by AI. It will consider the composition and deployment of workforces, management processes that best combine judgment-focused humans and prediction-focused artificial intelligence agents, sharing and management of data, and AI-based strategic alliances.