
Henrich Greve
Professor of Entrepreneurship
Biography
Henrich R. Greve is a Professor of Entrepreneurship and the Rudolf and Valeria Maag Chaired Professor in Entrepreneurship at INSEAD and is the Academic Director of the Rudolf and Valeria Maag INSEAD Centre for Entrepreneurship. He holds a PhD in Organisational Behaviour and MA in Sociology from the Graduate School of Business, Stanford University.
Henrich's research focuses on the causes and consequences of strategic change in organisations, and he also studies organisational innovations and founding and growth of organisations in young industries. He has published over 90 articles in leading journals including Administrative Science Quarterly, Academy of Management Journal, Strategic Management Journal, American Journal of Sociology, American Sociological Review, Organization Science, and Management Science. He has co-authored the book Network Advantage: How to Unlock Value from Your Alliances and Partnerships (Jossey-Bass, 2013) and authored the books Organizational Learning from Performance Feedback: A Behavioral Perspective on Innovation and Change (Cambridge University Press, 2003) and Organizational Learning from Performance Feedback: A Behavioral Perspective on Multiple Goals (Cambridge University Press, 2021).
Henrich has been the editor of Administrative Science Quarterly where he has also been an Associate Editor, and has also been a Senior Editor of Organization Science. He has been a joint guest editor at Academy of Management Journal, Organization Science, Advances in Strategic Management, Research in the Sociology of Work, and Research in the Sociology of Organizations. He has served as the Program Chair and Division Chair of the Organisation and Management Theory (OMT) Division at the Academy of Management.
His business and policy presentations include the World Knowledge Forum in Seoul, Korea, and the World Economic Forum Annual Meeting of New Champions in Tianjin, China.
Henrich's research focuses on the causes and consequences of strategic change in organisations, and he also studies organisational innovations and founding and growth of organisations in young industries. He has published over 90 articles in leading journals including Administrative Science Quarterly, Academy of Management Journal, Strategic Management Journal, American Journal of Sociology, American Sociological Review, Organization Science, and Management Science. He has co-authored the book Network Advantage: How to Unlock Value from Your Alliances and Partnerships (Jossey-Bass, 2013) and authored the books Organizational Learning from Performance Feedback: A Behavioral Perspective on Innovation and Change (Cambridge University Press, 2003) and Organizational Learning from Performance Feedback: A Behavioral Perspective on Multiple Goals (Cambridge University Press, 2021).
Henrich has been the editor of Administrative Science Quarterly where he has also been an Associate Editor, and has also been a Senior Editor of Organization Science. He has been a joint guest editor at Academy of Management Journal, Organization Science, Advances in Strategic Management, Research in the Sociology of Work, and Research in the Sociology of Organizations. He has served as the Program Chair and Division Chair of the Organisation and Management Theory (OMT) Division at the Academy of Management.
His business and policy presentations include the World Knowledge Forum in Seoul, Korea, and the World Economic Forum Annual Meeting of New Champions in Tianjin, China.
Latest posts
How Conspiracy Talk Helps People Make Sense of the World
Henrich Greve
Sharing Covid-19 conspiracy theories on online social networks helped individuals cope with fear and uncertainty during the pandemic.
How to Tell the Age of an Innovation
H. Greve, I. Naumovska, V. Gaba
All innovations make the journey from “eureka” to “meh”. But they don’t do so according to fixed rules.
Can Managers Who Wear Many Hats Be Trusted?
Henrich Greve
The more diverse your goals are, the greater the temptation to muddy the waters on performance.
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Goals Just Before Halftime Mean More – in Football and Business
Henrich Greve
Examining why 45th-minute goals have outsized importance reveals how timing can affect the outcome of virtually all sorts of competitions.
Power, Politics and Crisis Response on the Board
It’s not the individual directors – it’s the competing coalitions they form that determine what boards will do.
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How to Bend the Rules Like Beckham
The risks professional footballers take as they flirt with foul play hold lessons – positive and negative – for high-stakes competitors in every arena.
Boards Under the Influence
H. Greve, A. Shipilov, T. Rowley
Directors need to carefully manage their reactions to what they read in the business press.
How Airlines Manage Conflicts Between Profits and Safety
Henrich Greve & Vibha Gaba
Warning: Don’t read this just before your next flight.
Competition in the Age of Amazon
Henrich Greve & Seo Yeon Song
Amazon’s dominance is changing the power structure of publishing – a pattern that may be borne out in several other industries.
The Invisible Roots of Community Resilience
Why some communities pull together in the wake of disaster, and others fall apart.
How Great Leaders Make Work Meaningful
Mired in day-to-day tasks, people easily lose sight of their work’s higher purpose. That’s where great communicators come in.
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You Can Have More Than One True Work Identity
People with multi-pronged careers shouldn’t feel inauthentic or fear being branded as such.
When Extraversion Rhymes With Acquisition
Extravert CEOs have a big appetite for acquisitions, but does it benefit their firms?
The Teachable Moments of Financial Crisis
Squint hard enough and you can find traces of long-ago crises in the way communities do business today.
The Dark Side of Flattery
Flattery can trigger resentment and ironically damage the social capital of those who accept it.
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Does Racial Bias Call the Shots in the NBA?
Henrich Greve
Even in the performance-obsessed world of pro basketball, racial preference influences how the game is played.
Entrepreneurs Must Balance Specialisation With General Knowledge
Entrepreneurial legitimacy rests on having general and functional knowledge of an industry.
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Using History to Motivate Change
Creative and entrepreneurial employees thrive on a sense of the organisational past.