Articles by C. K. Prahalad

1. How MNCs Cope with Host Government Intervention – co-authored by Yves L. Doz, Harvard Business Review (March 1980)

The efforts of host governments to maintain control over their own national economies have restricted the freedom of multinational company (MNC) managers in deploying economic resources.

2. Developing Strategic Capability: An Agenda for Top Management, Human Resource Management (Fall 1983) 

3. Do You Really Have a Global Strategy? – co-authored by Gary Hamel, Harvard Business Review (July 1985)

Corporate response to the threat of foreign competition is often misdirected and ill timed—in part because many executives don’t fully understand what global competition is.

4. Dominant Logic: A New Linkage Between Diversity and Performance – co-authored by Richard A. Bettis, Strategic Management Journal (1986)

5. Strategic Intent – co-authored by Gary Hamel, Harvard Business Review (1989)

6. Collaborate with Your Competitors – and Win – co-authored by Gary Hamel and Yves L. Doz, Harvard Business Review (January 1989)

Collaboration between competitors is in fashion. But the rise of competitive collaboration has triggered unease about its long-term effects.

7. Core Competence of the Corporation – co-authored by Gary Hamel, Harvard Business Review (May 1990)

A company’s competitiveness derives from its core competencies and core products. Core competence is the collective learning in the organization.

8. Corporate Imagination and Expeditionary Marketing – co-authored by Gary Hamel, Harvard Business Review (July 1991)

In the 1990s, competitive success will come from building and dominating fundamentally new markets. Core competencies are one prerequisite for creating these new markets. Corporate imagination and expeditionary marketing are the keys that unlock these new markets.

9. Strategy as Stretch and Leverage – co-authored by Gary Hamel, Harvard Business Review (March 1993)

10. Competing for the Future – co-authored by Gary Hamel, Harvard Business Review (July 1994)

Is your company a rule maker or a rule follower? Does your company focus on catching up or on getting out in front? Do you spend the bulk of your time as a maintenance engineer preserving the status quo?

11. Corporate Governance or Corporate Value Added? Rethinking the Primacy of Shareholder Value, Journal of Applied Corporate Finance (Winter 1994)

12. Weak Signals vs. Strong Paradigms, Journal of Marketing Research (August 1995)

13. A Resource Based Theory of the Firm: Knowledge vs. Opportunism – co-authored by Kathleen R. Conner, Organization Science (September-October 1996)

14. The Work of New Age Managers in the Emerging Competitive Landscape  – Excerpted chapter from The Organization of the Future, the Drucker Foundation (1997)

15. Managing Discontinuities: The Emerging Challenges, Research Technology Management (1998)

16. The End of Corporate Imperialism– co-authored by Kenneth Lieberthal, Harvard Business Review Classic

As they search for growth, multinational corporations will have no choice but to compete in the big emerging markets of China, India, Indonesia, and Brazil.

17. Transforming Internal Governance: The Challenge for Multinationals – co-authored by Jan P. Oosterveld, Sloan Management Review (Spring 1999)

18. New Meaning of Quality in the Information Age – co-authored by M.S. Krishnan, Harvard Business Review (September 1999)

19. Co-opting Customer Competence – co-authored by Venkatram Ramaswamy, Harvard Business Review (January 2000)

Major business trends such as deregulation, globalization, technological convergence, and the rapid evolution of the Internet have transformed the roles that companies play in their dealings with others.

20. The Fortune at the Bottom of the Pyramid – co-authored by Stuart Hart, strategy + business (January 2002)

21. The Co-Creation Connection – co-authored by Venkat Ramaswamy, strategy + business (April 2002)

Companies spent the 20th century managing efficiencies. They must spend the 21st century managing experiences.

22. The Dynamic Synchronization of Strategy and Information Technology – co-authored by M.S. Krishnan, Sloan Management Review (Summer 2002)

23. Serving the World’s Poor, Profitably – co-authored by Allen Hammond, Harvard Business Review (September 2002)

By stimulating commerce and development at the bottom of the economic pyramid, multinationals could radically improve the lives of billions of people and help create a more stable, less dangerous world.

24. Strategies for the Bottom of the Economic Pyramid: India as a Source of Innovation, Society for Organizational Learning, MIT (2002)

25. The New Frontier of Experience Innovation – co-authored by Venkatram Ramaswamy, Sloan Management Review (Summer 2003)

26. The Innovation Sandboxstrategy + business (August 2006)

To create an impossibly low-cost, high-quality new business model, start by cultivating constraints.

27. Cocreating Business’s New Social Compact – Jeb Brugmann, Harvard Business Review, (February 2007)

Moving beyond decades of mutual distrust and animosity, corporations and nongovernmental organizations (NGOs) are learning to cooperate with each other.

28. Twenty Hubs and No HQ – co-authored by Hrishi Bhattacharyya, strategy + business (February 2008)

A new form of global organization grounded in “gateway” countries can allow a company to operate profitably around the world.

29. Why Sustainability Is Now the Key Driver of Innovation – co-authored by Ram Nidumolu and M.R. Rangaswami, Harvard Business Review (September 2009)

When companies pursue sustainability, it’s usually to demonstrate that they are socially responsible. They expect that the endeavor will add to their costs and deliver no immediate financial benefits.

30. Innovation’s Holy Grail – co-authored by R.A. Mashelkar – Harvard Business Review (July 2010)

Affordability and sustainability, not premium pricing and abundance, are the new tenets of effective innovation.

31. The Life’s Work of a Thought Leader – Interview by Art Kleiner, strategy + business, (August 2010)

In interviews conducted before his untimely death, C.K. Prahalad—the sage of core competencies and the bottom of the pyramid—looked back on his career and talked about the way ideas evolve.

32. How to be a Truly Global Company – co-authored by Hrishi Bhattacharyya, strategy + business (2011—published posthumously)

33. Bottom of the Pyramid as a Source of Breakthrough Innovations Journal of Product Innovation Management (2011—published posthumously)

34. The Dominant Logic: A New Linkage between Diversity and Performance – co-authored by Richard Bettis, Strategic Management Journal (1986 OR 2003)

35. The Fortune at the Bottom of the Pyramid – co-authored by Stuart Hart, strategy + business (January 2002)

36. India @75 – A speech Prahalad delivered (September 2007)

A set of six developmental goals for India in the next 15 years is delivered to wide acclaim. The Confederation of Indian Industry pledges support of the agenda.

37. Nani Palkivala Memorial Lecture

Prahalad outlines the challenges of governance and the need for social innovation.