Jan W Rivkin
C. Roland Christensen Professor of Business Administration
Harvard Business School
Jan W. Rivkin is a Professor in the Strategy Unit at Harvard Business School. In the past, he has served as Faculty Chair of the MBA Program, Senior Associate Dean for Research, and head of the Strategy Unit. His research, course development, and teaching focuses on two topics: business strategy and US competitiveness. His work has appeared in journals such as Management Science, Organization Science, the Strategic Management Journal, the Academy of Management Journal, Administrative Science Quarterly, and Research Policy.
His work on business strategy examines the interactions across functional and product boundaries within a firm – that is, the connections that link marketing, production, logistics, finance, human resource management, and other parts of a firm. He has written case studies on Dell, Delta Air Lines, the Federal Bureau of Investigation, LEGO, Microsoft, Ryanair, Whirlpool Corporation, and Yahoo, among others.
Jan also co-chairs Harvard Business School's project on the competitiveness of the United States. In this role he explores steps that business leaders can take to improve the ability of firms in the US to win in the global marketplace and support American living standards.
Jan's top bestselling cases
Browse Jan's top three bestselling cases during the last year.LEGO has emerged as one of the most successful companies in the toy industry. The case describes LEGO's gradual rise, rapid decline, and recent revitalization as it is keeping up with a changing market place. Central to LEGO's management model is the ability to find the right balance among growing through innovation, staying true to its core, and controlling operational complexity.
As this case opens in 2019, CEO Daniel Skjeldam and his team have successfully reinvigorated Hurtigruten, a storied but struggling Norwegian ferry and cruise operator, and have established it as the leading provider of polar expedition cruises. They now face a critical decision: should they expand beyond the polar regions and begin operating expedition cruises extensively in warm waters?
In this case, the top management of Delta Air Lines must decide how to respond to the threat posed by low-cost carriers such as Southwest and JetBlue. Among the options considered is the launch of a low-cost subsidiary by Delta itself. Prior efforts to launch a low-cost subsidiary, by Delta and by other full-service airlines, have failed. Can Delta devise a better response?