We try to evaluate ideas before we determine where and how to publish them. And importantly, our authors are accountable for the accuracy, integrity, and originality of their content. We ask authors to share whether and how they’ve used these tools with their editor. On the use of generative AI, we understand our contributors may want to use these tools to research story ideas and examples. We will ask you to sign a copyright form before we publish your final piece, but authors continue to own the underlying ideas in their articles. We ask our authors to disclose any financial relationships they have with companies cited in the proposed article. We don’t publish pieces that have appeared elsewhere, that don’t properly credit the ideas they present, that come across as promotional, or that do not include rigorous citations (though these may not appear in the finished piece). We strive for authenticity in our articles and your work should be original. If we rewrite your title, it’s because we believe the revised version will help your idea reach the audience it deserves. Our editors have spent years learning which kinds of headlines give HBR pieces the best chance of being read, found online, and shared both on social media and in offices around the world. We retain final decision rights over headlines. Contributors frequently tell us that they appreciate the extra care and attention their work receives. Our editorial process is more thorough than many other publishers’, and you may be asked to do multiple rounds of revisions. If our editors have said no multiple times, it may mean your work isn’t a good fit for our audience. If we’ve passed on something you’ve submitted, please feel free to try again with another idea. Due to the volume of submissions we receive, it can take several weeks for us to review an unsolicited proposal. We receive many more submissions than we can publish, and we often have to say no to good proposals due to limitations of space and time or because they’re not distinct enough from other pieces we have published. We will prioritize content that depicts a broad array of examples and points of view and we will ensure that our content avoids stereotypes, bias, and language that “others” or diminishes non-dominant groups. That means we look for pieces that are representative of the diverse audiences we serve. If you don’t capture their interest right away, they will move on to something else.Īcross all these dimensions, we strive to publish content that aligns with our organizational commitment to diversity, equity, and inclusion. Writing that’s persuasive and a pleasure to read: HBR readers are smart and skeptical and busy.If you can explain your thinking so that the reader understands how to apply it in a real situation, that will make it more powerful. Usefulness: HBR readers come to us not only to stay on top of new developments in management thinking, but also to change the way they and their organizations actually do things.We’ll also be looking at how well it builds on what we’ve already published and whether it might inform or delight the HBR audience specifically. If you’re writing about a well-worn topic, we’ll be looking for a unique argument or insight. Originality: New ideas in management are rare and precious - and one of the primary reasons readers turn to HBR.If you have interesting data, let us know. Referring to supporting research is one good way to do this describing relevant examples is another. Evidence: It’s not enough to know your subject deeply - you have to prove it to the reader.Expertise: You don’t have to be well known to be a contributor, but you must know a lot about the subject you’re writing about.Here are the five qualities we look for when evaluating what to publish: We publish articles of many lengths (some in both print and digital forms, and some in digital only), graphics, podcasts, videos, and just about any other media that might help us share an idea effectively. HBR covers a wide range of topics, including strategy, leadership, organizational change, diversity and inclusion, innovation, decision making, marketing, career transitions, work-life balance, and managing teams. To do that, we enlist the foremost experts in management theory and practice to share their insights and counsel. We try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us - employees, bosses, customers, our families, and the people our businesses affect - would be better off. Harvard Business Review’s Guidelines for ContributorsĪt Harvard Business Review, we believe in management.
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