Higher Ambition: How Great Leaders Create Economic and Social Value, Michael Beer, Russell Eisenstat, Nathaniel Foote, Tobias Fredberg and Flemming Norrgren, Harvard Business Review Press, September 2011.

High Commitment, High Performance: How to Build a Resilient Organization for Sustained Advantage, Michael Beer, in collaboration with Russell Eisenstat and Nathaniel Foote, Jossey-Bass, San Francisco, CA, 2009.

Critical Path to Corporate Renewal, Michael Beer, Russell Eisenstat and Bert Spector, Harvard Business School Press, Boston, MA, 1990.

Managing Human Assets, Michael Beer and Bert Spector, The Free Press, New York, NY, 1984.

Organization Change and Development: A Systems View, Michael Beer, Scott, Foresman, Glenview, IL, 1980.


“The Higher-Ambition Leader,” Nathaniel Foote, Russell Eisenstat, Tobias Fredberg, Harvard Business Review, September 2011

“The Uncompromising Leader,” Russell Eisenstat, Michael Beer, Nathaniel Foote, Tobias Fredberg, Flemming Norrgren, Harvard Business Review, July 2008

“Learning by Design: Developing an Engine for Transforming Your Company,” Michael Beer and Magnus Finnstrom,  Leadership in Action, November/December 2009

“How to Have an Honest Conversation about Your Business Strategy,” Russell Eisenstat and Michael Beer, Harvard Business Review, February 2004.

“The Silent Killers of Strategy Implementation and Learning,” Michael Beer and Russell Eisenstat, Sloan Management Review, Summer 2000, Number 41.

"Why Change Programs Don’t Produce Change," Michael Beer, Russell Eisenstat and Bert Spector, Harvard Business Review, Nov.-Dec. 1990

“Beyond the Business Unit,” Russell Eisenstat, Nathaniel Foote, Jay Galbraith and Danny Miller, McKinsey Quarterly, 2001, Number 1.

“Managing the Knowledge Manager,” Nathaniel Foote, Eric Matson, Nicholas Rudd, McKinsey Quarterly, 2001, Number 3.

“Strategy from the Inside Out: Building Capability Creating Organizations,” Danny Miller, Russell Eisenstat and Nathaniel Foote, California Management Review, 2002, 44(3).

"Looking Inward," M. Beer and R. Eisenstat, World Business, Nov.-Dec. 1996.

"The Transformation of the Human Resource Function: Resolving the Tension Between the Administrative and Strategic Roles," Michael Beer, Human Resource Management Journal, special issue, 1996.

"Developing an Organization Capable of Implementing Strategy and Learning," Michael Beer co-author, Human Relations (UK), 1996.

"Beyond TQM Programmes," Michael Beer co-author, Journal of Organizational Change Management, 7:2, 1994.

"Organizational Diagnosis: Its Role in Organizational Learning," Michael Beer co-author, Journal of Counseling and Development, 71:6, Jul.-Aug. 1993.

"Strategic-Change Research: An Urgent Need for Usable Knowledge Rather Than Useful Knowledge," Michael Beer, Journal of Management Inquiry, 1:2, June 1992.

"Making Change Stick," Michael Beer, ICME Perspectives, Winter 1991/1992.

"Critical Path to Corporate Renewal: Developing Human Resources While Focusing on the Business," Michael Beer, Proceedings of the 1991 Corporate Sponsor Forum: Delivering the Future Organization–Key Levers for Success, The Human Resource Planning Society, New York, 1991.

"Developing the Competitive Organization: Interventions and Strategies," Michael Beer co-author, American Psychologist, 45:2, February 1990.

"Towards a Redefinition of OD: A Critique of Research Focus and Method," Michael Beer, Academy of Management: OD Newsletter, Winter 1988.

"Corporate Change and Quality," Michael Beer, Quality Progress, March, 1988.

"Revitalizing Organizations: Change Process and Emergent Model," Michael Beer, Academy of Management Executive, Vol. 1, Feb. 1987.

"Managing Human Assets–It’s Time for New Thinking," Michael Beer co-author, Office Administration and Automation, March 1985.

"The Evolution of Japanese Management: Lessons for US Managers," Michael Beer co-author, Organizational Dynamics, Winter 1983.

"Creating a Global Organization: Failures Along The Way," Michael Beer co-author, Columbia Journal of World Business, Summer 1976.

"A Systems Approach to Organization Development," Michael Beer senior author, Journal of Applied Behavioral Science, Jan.-Feb. 1972.

"Eclectic Approach to Organizational Development," Michael Beer co-author, Harvard Business Review, Sept.-Oct. 1971.

“Why Innovations Don’t Get to Market,” Mike Beer, Russell Eisenstat and Derek Schrader, Harvard Business School Strategy & Innovation, May/June 2004, Volume 2, Number 3.

“Do Incentives Work: The Perceptions of a Worldwide Sample of Senior Executives,” Michael Beer and Nancy Katz, Human Resource Planning, September 2003.

“How to Develop an Organization Capable of Sustained High Performance: Embrace the Drive for Results-Capability Development Paradox,” Michael Beer, Organizational Dynamics, Volume 29, Number 4, 2001.

“Making Solutions the Answer,” Nathaniel Foote, Jay Galbraith, Quentin Hope and Danny Miller, McKinsey Quarterly, July 2001.

“Building Organizational Fitness,” Russell Eisenstat and Diane Dixon, Health Forum Journal, 43 (4).

“Transforming Organizations: Embrace the Paradox of Theory E & O,” Michael Beer, Harvard Business School Working Paper, January 2005.

“What Corporate HR Brings to the Picnic: Four Models for Functional Management,” Organizational Dynamics, Autumn 1996.

“Why Total Quality Management Programs Do Not Persist: The Role of Management Quality and Implications for Leading a TQM Transformation,” Michael Beer, Decision Sciences, Volume 34, Number 4, 2003.

“Cracking the Code of Change,” Michael Beer and Nitin Nohria, Harvard Business Review, May 2000.

“A Perfect Fit: Aligning Organization and Strategy,” Michael Beer and Judith Ross, Harvard Business School Leading Research, Volume 2, Number 3, 2002.

“Why Innovations Sit on the Shelf,” Michael Beer, Russell Eisenstat and Derek Schrader, Harvard Business School Working Knowledge, July 2004.

“Promise and Peril in Implementing Pay for Performance,” Michael Beer and Mark Cannon, Human Resource Management, Spring 2004.

"Strategic Management as Organizational Learning: Developing Fit and Alignment through a Disciplined Process," Beer, Michael, Sven C. Voelpel, Marius Leibold, and Eden B. Tekie, Long Range Planning Journal, 38, no. 5 (October 2005).


"American Medical Technologies Inc.: Learning the Capabilities Needed to Implement Strategic Change," Michael Beer and Russell A. Eisenstat, in Blackwell Cases in Human Resource and Change Management, John Storey, ed., Blackwell Publishers, Inc., Cambridge, MA 1996.

"The Organization Change Imperative: A Personal Journey," Michael Beer, in Relevance of a Decade: Essays to Mark the First Ten Years of the Harvard Business School Press, P. Duffy, ed., Harvard Business School Press, Boston, MA, 1994.

"Strategic Change: A New Dimension of HRM," Michael Beer, Russell Eisenstat and Ralph Biggadike, in Handbook of Human Resource Management, J. Ferris, ed., Blackwell, London, 1994.

"Managing Strategic Alignment," Michael Beer, in The Change Management Handbook: A Roadmap to Corporate Transformation, L. Berger and M. Sikora, eds., Irwin/Dow Jones, Homewood, IL, 1993

"Strategic Change: How to Realign the Organization to Implement Strategy," Michael Beer and Russell Eisenstat, in The Portable MBA in Strategy, L. Fahey and R. Randall, eds., John Wiley & Sons, Inc., New York, NY, 1993.

"The Critical Path for Change: Keys to Success and Failure in Six Companies," Michael Beer, Russell Eisenstat and Bert Spector, in Corporate Transformation: Revitalizing Organizations for a Competitive World, Ralph Kilmann, Teresa Joyce Covin, & Associates, eds., Jossey Bass, San Francisco, CA, 1988.

"Organization Change and Development," Michael Beer and Anna Elise Walton, in Annual Review of Psychology, M. Rosenzweig and L. Porter, eds., Annual Review Inc., Palo Alto, CA., Vol. 38, 1987.

“Leading, Learning and Learning to Lead: An Action Approach To Developing Organizational Fitness,” Michael Beer, in The Leader's Change Handbook: An Essential Guide to Setting Direction and Taking Action, Jossey-Bass, November 1998.