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|Edited by||Paul Michelman, Martha E. Mangelsdorf, David Kiron|
|1959 to present|
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. The print edition of the MIT Sloan Management Review is published quarterly per year and is headquartered in Cambridge, Massachusetts.
Sloan Management Review (originally known as the Industrial Management Review) was founded in 1959 by the MIT Sloan School of Management and was presented as a scholarly journal from the beginning. In 2001, the Sloan Management Review added the university--Massachusetts Institute of Technology--onto their official name and the journal has been called MIT Sloan Management Review since then. In 2013, the first Chinese Edition of the MIT Sloan Management Review was published  By importing outstanding ideas and researches carried out by the editors worldwide, MIT Sloan Management Review expects to bring China the latest and most enlightening ideas on management, research and execution. Meanwhile, based on the differences between management styles in China and the western countries, the review serves to narrow down the gap between global management ideologies and the daily practice in Chinese businesses. By making the review more accessible for China, it enhances the flow of knowledge and ideas between Asian and Western countries.
The MIT Sloan Management Review serves as a platform and bridges the gap between academic research and daily practice. The review keeps the reader up to date with management trends and innovations. Therefore, they welcome researchers to come up with new ideas and submit their work to share new discoveries and insights in management practice.
MIT Sloan Management Review's articles cover a wide range of topics relevant to management. These articles focus on areas such as Data & Analytics, Digital, Global, Innovation, Leadership, Marketing, Operations, Social Business, Strategies and Sustainability.
MIT SMR gathers its content for presentation primarily in two ways:
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.
The MIT SMR Big Ideas are collaborative inquiries capturing the best thinking, reporting and scholarly research on the management implications of significant transformations in the business environment. Content includes 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 innovation in management practices as enterprises respond to novel opportunities and threats.
Big ideas are the overviews on the hot management themes such as Sustainability and Innovation, Data and Analytics and Social Business. Through these researches, readers can identify how advancement and innovations in those areas have impacted current global business.
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
The 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.
Readers can access the articles from either the monthly online publication or the quarterly journal.
MIT Sloan Management review is especially valuable to well educated business executives: 66% of the readers have a masters or doctor degree, and 46% are top management (founder, CEO, president)
SCImago Journal Rank (SJR indicator) is a measure of the scientific influence of scholarly journals that accounts for both the number of citations received by a journal and the importance or prestige of the journals from which such citations come.
There is a consistent increase of collaboration on the articles from different countries. In 2014 42% of the articles were produced by researchers from countries outside the United States.
Not every article in a journal is considered to be primary research.
The featured articles in MIT Sloan Magazine Review include 24.5% non-cited documents. The featured articles include originals the review manages to develop from new ideas and insights in management topics.
This article relies too much on references to primary sources. (October 2007) (Learn how and when to remove this template message)