Harvard Business Review began in 1922 as an editorial project of Harvard Business School’s faculty and students. In the first issue, Harvard Business School Dean Wallace B. Donham described the aims of the magazine in the article “An Essential Groundwork for a Broad Executive Theory.” “The theory of business must develop to such a point that the executive may learn from the experiences of others in the past how to act under the conditions of the present,” he wrote. “Otherwise, business will continue to be unsystematic, haphazard, and for many men a pathetic gamble.”
HBR began switching its editorial focus toward general management after World War II, as a growing number of executives became interested in the management techniques pioneered at General Motors and other large companies. Over the next three decades, the magazine continued to refine its focus on general management issues that affect business leaders, billing itself as the “magazine for decision makers.” Prominent articles published during this period included “Marketing Myopia,” “Barriers and Gateways to Communication,” and “How Competitive Forces Shape Strategy.”
Originally published by HBS, HBR has since 1993 been published by Harvard Business School Publishing, a non-profit subsidiary of Harvard that also publishes cases, books, newsletters, and corporate learning programs and materials. In 2001, the magazine increased its frequency from bimonthly to monthly.
Since 1959, the magazine’s annual McKinsey Award has recognized the two most significant HBR articles published each year, as determined by a group of independent judges. Past winners have included the late management guru Peter Drucker, who was honored 7 times; Theodore Levitt; Michael Porter; Rosabeth Moss Kanter; and C.K. Prahalad.
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