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MIT Sloan Management Review
This year’s winning article is “Combining Purpose With Profits,” by Julian Birkinshaw, Nicolai J. Foss, and Siegwart Lindenberg.
Davide Nicolini et al.
How can executives best distinguish usable information from distracting noise?
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.
Paul J.H. Schoemaker and Steven Krupp
Asking the right questions can help you broaden your perspective — and make smarter decisions.
Andy Binns et al.
What does it take to transform an organization before a crisis hits?
By Michael Boppel et al.
When CEOs use corporate programs to drive strategic renewal, program design is key.
Mining the middle ground between wholesale change and pilot projects can improve your organization.
Time management, office politics, and focusing on skill development are all issues in managing careers. These articles explore the research around which strategies work — and why.
Jean-Louis Barsoux and Cyril Bouquet
Many factors cause talented executives to be sidelined within organizations, but they can usually be remedied.
Yan Shen et al.
Six types of personal advisors can provide an important combination of psychosocial support and career support.
Laurence J. Stybel and Maryanne Peabody
Savvy executives develop relationships in the social space between public and private realms.
A willingness to ask for advice on difficult problems can increase your perceived competence.
Martha E. Mangelsdorf
Research confirms that you’ll be less productive if your attention is spread too thin.
Silvia Bellezza et al.
Deviating from a dress code or other norms in appearance may help project an enhanced image.
September 18, 2012 | Hamid Bouchikhi and John R. Kimberly
For organizations to achieve the psychological synergies required to realize economic synergies from mergers and acquisitions, executives need to attend to a more complex set of identity issues. These issues define the essence of the entity and give employees a clear answer to the question “Who are we?” and external stakeholders a clear answer to the question “Who are they?” Left unattended, these identity issues will diminish engagement and will affect the performance of the merged entity.
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.
V. Kumar and Anita Pansari
Research suggests that high levels of employee engagement are associated with higher rates of profitability growth.
The answer to that simple question may reveal a lot about your organization.
It’s not enough to offer great pay and benefits anymore. Employees want their workplace to reflect and support who they are.
Employees can be inspired to perform better if their creativity is challenged through teamwork.
Daniel M. Cable et al.
Employee orientation practices that focus on individual identity can lower employee turnover.
July 20, 2015 | Michael Fitzgerald
Intermountain Healthcare is leading the way in data driven healthcare. In an example from Intermountain’s own operating rooms, the use of data to measure the impact of standardized surgeon attire on infection rates resulted in a significant drop in those rates. The infection control scenario is just one result from decades of work at Intermountain to build a data culture. Over the years, clinicians have learned to work together on a concerted effort to bring data based insights to clinicians and managers.