We're sorry, we can't find the page you're looking for.
Try searching for the page you're looking for:
Peter A. Gloor
Email archive data presents patterns that managers can use to improve organizational performance.
Matthias Seifert et al.
Managers have an opportunity to interrupt a sometimes vicious cycle between trust and commitment.
Douglas A. Ready and M. Ellen Peebles
Organizations need to help executives look beyond individual units toward the broader enterprise.
Effective talent management and development can be a clear competitive advantage for companies.
Monika Hamori et al.
Talented young professionals exhibit a new approach to both their careers and organizational loyalty.
Shlomo Ben-Hur et al.
Corporate learning programs should focus on the CEO’s strategic agenda rather than how learning is delivered.
Daniel M. Cable et al.
Employee orientation practices that focus on individual identity can lower employee turnover.
Jean-Louis Barsoux and Cyril Bouquet
Many factors can cause a talented executive to be ignored or sidelined within an organization. “The fact that I was right didn’t matter,” said one manager whose recommendations went unheeded. “What I hadn’t done was build sufficient internal credibility.” Fortunately, power deficits in legitimacy, critical resources and/or networks can almost always be overcome. Research looking at 179 executives found two basic strategies that worked: “playing the game” more effectively or ”changing the game.”
It’s common for people to worry that reaching out for advice will make them appear less competent, according to research from Harvard Business School and the Wharton School. But if the task is seen as difficult, the advice-seeker is actually viewed as more competent. In addition to establishing a connection between people’s willingness to ask for advice and others’ perceptions of their competence, the authors found that whom people ask for advice makes a difference in how they are viewed.
Martha E. Mangelsdorf
When many employees work offsite, a corporate office can become a lonelier and less productive place.
Frank Siebdrat et al.
With appropriate processes, virtual teams can even outperform their colocated counterparts.
Sara Armbruster (Steelcase), interviewed by Gerald C. Kane
Thanks to technology, the office of the future is going to look very different from what we’ve been used to.
Gretchen M. Spreitzer et al.
Coworking spaces can open the door to serendipitous encounters that inspire different ways of thinking.
December 16, 2014 | Bruce Posner
Curiosity about the decision-making process has heated up, attracting academics from neuroscience, management, behavioral economics and psychology. Researchers have found, for instance, that a willingness to ask for advice on difficult problems can increase a person’s perceived competence, and that too many choices can cause people to make less-than-optimal choices. Here, we highlight six scholarly articles that have intriguing insights into the factors that can affect decision-making.
Nicolai J. Foss and Peter G. Klein
Managerial authority is essential when decisions are time-sensitive, knowledge is concentrated and decisions need to be coordinated.
Felipe A. Csaszar and Alfredo Enrione
Research offers insights into when trying to reach consensus is the right course, and when it isn’t.
Asking reports if they would recommend their manager provides efficient management assessment.
Roger M. Stein
Here’s what it takes to lead a high-performing data science team in which team members (and their managers) are excited by what their teammates can do.
Joseph A. Raelin
Businesses need a new approach to the practice of leadership — and to leadership development.
Martha E. Mangelsdorf
What does it take to be an effective leader in today’s unpredictable and uncertain business environments?