MIT Sloan Management Review

《麻省理工學院史隆管理學院評論》（MIT Sloan Management Review）的目標是成為企業領導階層中一本最值得信賴、最實用、最創新的管理與實務雜誌。幫助讀者識別和理解重要的管理趨勢。作家群包括彼得聖吉（Peter Senge），萊斯特瑟羅（Lester Thurow,），詹姆斯布萊恩昆（James Brian Quinn），蓋瑞哈默爾（Gary Hamel），托馬斯達文波特（Thomas Davenport,），克里斯多夫巴特利（Christopher Bartlett）…我們與作者緊密合作，以確保他們的專輯可以運用在企業管理與解決方案。 MIT Sloan Management Review leads the discourse among academic researchers, business executives and other influential thought leaders about advances in management practice 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.