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Harvard Business Review Announces 2006 McKinsey Award Winners

Submitted by: Harvard Business School Executive Education

Categories: Academia, Ratings & Awards

Posted: Apr 04, 2007 – 12:40 PM EST

 

Michael E. Porter and Mark R. Kramer's "Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility" Recognized as Top Article of the Year

Apr. 04 /CSRwire/ - BOSTON--(BUSINESS WIRE)--April 4, 2007--Harvard Business Review
(www.hbr.org) has announced that Michael E. Porter and Mark R. Kramer are the first-place winners of the 2006 McKinsey Award for their article " Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility." Gary Hamel is the second-place winner for "The Why, What, and How of Management Innovation."

Since 1959, the awards have recognized the two most significant articles published each year in Harvard Business Review. The awards are sponsored by McKinsey & Company.

Michael E. Porter is the Bishop William Lawrence University Professor at Harvard University and a six-time McKinsey award winner. His coauthor, Mark R. Kramer, is managing director of FSG Social Impact Advisors, a nonprofit consulting firm. This is his second McKinsey award. Gary Hamel is a visiting professor at London Business School and a five-time McKinsey award winner.

The 2006 winners will be honored at a May 1 awards dinner in Boston that will feature keynote remarks by special guest Jeffrey R. Immelt, chairman and chief executive officer of General Electric. Immelt will join the winning authors, as well as Michael J. Critelli, chairman and chief executive officer of Pitney Bowes and a 2006 McKinsey judge, in a panel discussion on corporate social responsibility and the future of competitive advantage. Thomas A. Stewart, editor of Harvard Business Review, and Ian E.L. Davis, managing director of McKinsey & Company, will host the dinner.

In their article, published in December 2006, Michael Porter and Mark Kramer propose a new way to view the relationship between business and society that allows companies to make valuable contributions to social welfare without sacrificing corporate success.
They write, "If corporations were to analyze their prospects for social responsibility using the same frameworks that guide their core business choices, they would discover that CSR can be much more than a cost, a constraint, or a charitable deed--it can be a source of opportunity, innovation, and competitive advantage."

Gary Hamel's article, published in February 2006, proposes a framework for companies to systematically pursue management innovation, which Hamel defines as "a marked departure from traditional management principles, processes, and practices." Hamel chronicles managerial innovations over the last century, from brand management to the divisionalized organization structure, and writes that such innovations have "created more sustained competitive advantage than anything that came out of a lab or focus group."

The articles are available free of charge through April 24 at http://harvardbusinessonline.hbsp.harvard.edu/hbsp/hbr/index.jsp.

The 2006 winners were selected by a panel of 10 judges from industry and academia: Kim B. Clark, president, Brigham Young University Idaho; Michael J. Critelli, chairman and chief executive officer, Pitney Bowes; Lee C. Daley, global commercial director, Manchester United Football Club; Anand G. Mahindra, vice chairman and managing director, Mahindra & Mahindra; Dermot Mannion, chief executive, Aer Lingus; Michael Marks, senior advisor, Kohlberg Kravis Roberts & Co.; Anne Mulcahy, chairman and chief executive, Xerox Corporation; Walter J. Salmon, Stanley Roth, Sr. professor of retailing, emeritus, Harvard Business School; Linda G. Sprague, professor of manufacturing & operations management, China Europe International Business School; Dorothy Terrell, president and chief executive officer, Initiative for a Competitive Inner City.

About Harvard Business Review

Harvard Business Review's mission is to improve the practice of management in a changing world. Since its founding in 1922, HBR has bridged the worlds of academia and business by publishing groundbreaking ideas from experts at the forward edge of management and leadership practice. Harvard Business Review is a business unit of Harvard Business School Publishing, a wholly owned, not-for-profit subsidiary of Harvard University.


Copyright Business Wire 2007

For more information, please contact:

Cathy Olofson Harvard Business School Publishing
Phone: 617-783-7616

 

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