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Spreading Global Leadership and Democracy: Harvard Business School at the Edge of Time (1908–2024)

In: Historicity in Organization Studies

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  • François-Xavier Vaujany

    (Paris Dauphine University)

Abstract

This chapter examines the history of Harvard Business School (HBS) from its founding in 1908 to the present, highlighting how its organizational development intertwines with U.S. political and geopolitical dynamics, particularly democratic ideals and leadership in public policy and corporate strategy. Two core practices are analyzed: teaching through the case study method and standardizing degrees and credentials like the MBA and DBA. The teaching practice balances tradition and innovation, fostering creativity but ultimately reinforcing expert-driven decision-making, limiting genuine democratic engagement. Similarly, degree standardization seems to promote democratic access but often reverts to elitist tendencies to preserve HBS's brand and legacy, restricting true open inquiry. The chapter also connects these practices to broader U.S. geopolitical strategies, showing how HBS functions as an “American epistemic machine” that subtly centralizes influence. Historical moments, such as industrial mobilization during the World Wars, reflect HBS’s alignment with public policies to support American capitalism, embodying a paradoxical “global patriotism” that merges national interests with global leadership.

Suggested Citation

  • François-Xavier Vaujany, 2025. "Spreading Global Leadership and Democracy: Harvard Business School at the Edge of Time (1908–2024)," Springer Books, in: François-Xavier de Vaujany & Kätlin Pulk & Pierre Labardin (ed.), Historicity in Organization Studies, chapter 0, pages 275-309, Springer.
    • Handle: RePEc:spr:sprchp:978-3-031-88938-7_11
    DOI: 10.1007/978-3-031-88938-7_11
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