Management classics

A working executive's theory of organisation, where authority rests on acceptance.

Management as a discipline: business purpose, objectives and managing managers.

Effectiveness is learned practice: manage time, pick priorities, decide well.

Management as production: a manager's output is the output of the team they lead.

Fifty-two laws of management and defence spending, each backed by data.

A life across economics, psychology, organisations and artificial intelligence.

How firms are organised, using agency, contracts and transaction-cost economics.

What eleven companies did to turn fifteen ordinary years into fifteen great ones.

Eighteen months inside General Motors: the large corporation as a social institution.

The decentralised structure and financial controls that ran General Motors.

Four breaks with the postwar world, from a global economy to knowledge as capital.

Selected essays on management

A memoir told through portraits of the people the author knew, from Vienna on.

Eight practices shared by well-run companies.

Innovation as a learnable discipline, with seven sources of opportunity to search.

Collected HBR articles

What eighteen long-lived companies did differently from close rivals in their fields.

A dialogue conducted by correspondence

What companies that lasted over a century have in common, from a Shell planner.

Anthology selected from sixty years of writing

Selections on community and society

Good to Great's principles applied to non-profits and the public sector.

Posthumous HBR collection

Revised edition prepared with Joseph A. Maciariello

The stages by which great companies decline, and how to spot and reverse them early.

What companies that beat their industries tenfold in turbulent times did differently.

Monograph companion to Good to Great

Knowledge workers must run their own careers by knowing their strengths and values.