The old ways of running a company won’t cut it in a digital world.
Henrich R. Greve is Professor of Entrepreneurship at INSEAD. He holds a Ph.D. in organisational behaviour from the Graduate School of Business, Stanford University along with an M.A. in Sociology.
Henrich's main interest is the causes and consequences of strategic change in organisations, but he also studies organisational innovations, and organizational founding and growth in young industries. He has published over 50 articles in journals including Administrative Science Quarterly, Academy of Management Journal, Strategic Management Journal, American Journal of Sociology, and Management Science. He has authored the book Organizational Learning From Performance Feedback: A Behavioral Perspective on Innovation and Change (Cambridge University Press, 2003) and co-edited the book Multiunit Organization and Multiunit Strategy, (Advances in Strategic Management, vol. 18, with J.A.C. Baum).
Henrich was a joint guest editor of the “Building Effective Networks” Special Research forum in the Academy of Management Journal and the special issue "Behavioral Theory of the Firm: Forty Years and Counting" at Organization Science. He is an associate editor of Administrative Science Quarterly, and has previously been a Senior Editor in Organization Science. He has served as the Program Chair and Division Chair of the Organization 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.
Read case studies by Henrich Greve here.
Even in the performance-obsessed world of pro basketball, racial preference influences how the game is played.
Entrepreneurial legitimacy rests on having general and functional knowledge of an industry.
Creative and entrepreneurial employees thrive on a sense of the organisational past.
No company is above the law, but some firms are allowed much more time in complying with it.
It’s hard to “lean in” when you feel you’re being pushed out.
Respect and a sense of encouragement transform workers’ identities.
During organisational change, play the radicals against the moderates to foster collaboration.