MIT Sloan Management Review - Wikiwand
For faster navigation, this Iframe is preloading the Wikiwand page for MIT Sloan Management Review.

MIT Sloan Management Review

From Wikipedia, the free encyclopedia

This article relies too much on references to primary sources. Please improve this by adding secondary or tertiary sources. (October 2007) (Learn how and when to remove this template message)
MIT Sloan Management Review  
DisciplineManagement, technology, business
Edited byPaul Michelman, David Kiron, Lisa Burrell
Publication details
Publication history
1959 to present
FrequencyQuarterly in print. Daily online.
Standard abbreviations
MIT Sloan Manag. Rev.

MIT Sloan Management Review is a research-based magazine and digital platform for business executives published at the Massachusetts Institute of Technology. The print edition of the MIT Sloan Management Review is published quarterly; the digital edition is updated daily. It is headquartered in Cambridge, Massachusetts.


MIT Sloan Management Review (originally known as the Industrial Management Review) was founded in 1959 by the MIT Sloan School of Management.[1] In 2001, the Sloan Management Review added the university—Massachusetts Institute of Technology—to its official name and the magazine has been called MIT Sloan Management Review since then. It is also commonly known by the acronym MIT SMR. MIT SMR has transformed from its original, print-only, form to a multi-format platform. In recent years, the editors have sharpened MIT SMR's editorial focus to concentrate on new ideas with specific relevance to the challenges of managing in the digital age.

MIT SMR distributes content on the web, in print, on mobile platforms, in podcast format and via licensees and libraries around the world.

Content sourcing

MIT SMR gathers its content for presentation primarily in two ways:

Independent research and ideas

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.

MIT SMR-generated research and ideas

The MIT SMR Big Ideas[2] are collaborative inquiries capturing the thinking, reporting and scholarly research on the management implications of significant transformations in the business environment. Current themes include the future of work and leadership, artificial intelligence, performance management, and digital transformation.

Content of the printed edition

The content for the MIT Sloan Management Review magazine splits into five main sections which are: Frontiers, Special Report, Research Features, Executive Briefings and Columns.

  • Editor's Column: A one-page article from editor-in-chief Paul Michelman exploring a topic of current interest for business executives.
  • Frontiers: Shorter articles that explore how digital technology is reshaping the practice of management.
  • Special Report: Covering several articles on one specific area.
  • Research Features: 3,000-5,000 word articles featuring new research and its implications for business executives.
  • Executive Briefings: Synopsis and summary of articles in the publication.
  • Columns: Opinion essays that appear in the back of the magazine

MIT Sloan Management Review magazine offers a variety of content types: Research-based, full length articles, shorter 'Frontiers' articles, Big ideas and online—only articles—blog posts, interviews, videos, other digital content.


  1. ^ "History - About MIT Sloan | MIT Sloan School of Management". Retrieved 2015-11-04.
  2. ^ "CityU Library Reviews "MIT Sloan Management Review" - Blog". Blog. Retrieved 2015-11-04.
{{bottomLinkPreText}} {{bottomLinkText}}
MIT Sloan Management Review
Listen to this article