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Being fresh for the work day requires prioritizing sleep — which organizations can do a better job encouraging.
Felipe A. Csaszar and Alfredo Enrione
Research offers insights into when trying to reach consensus is the right course, and when it isn’t.
Timothy J. Kloppenborg and Debbie Tesch
The role of project sponsors is often overlooked, but actively engaged executives are crucial to a project’s success.
March 16, 2015 | Yan Shen, Richard D. Cotton and Kathy E. Kram
The notion that one mentor can meet all of an individual’s developmental needs is increasingly outdated. Instead, many people now draw from a "personal board of advisors," which can encompass a range of individuals, from friends or family who provide emotional support to role models the person may not personally know. The authors identify six types of personal advisors who, together, provide a broad combination of psychosocial support and career support.
Do businesses run better with an egalitarian organization or with top-down management? What about a combination of both? These articles explore a variety of approaches to organizational structure.
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.
By MIT Sloan Management Review
This year’s winning article is “Making Mergers Work,” by Hamid Bouchikhi and John R. Kimberly.
Evgeny Kaganer et al.
Tapping a virtual, on-demand workforce requires new management models and skills.
Jay Mulki et al.
Companies need to help telecommuters overcome workplace isolation and limited visibility.
Ralph W. Adler and Toshiro Hiromoto
Kyocera Corp.'s distinctive management system seeks profitable growth by extreme decentralization.
Andrew Campbell et al.
At too many large companies, corporate functions like HR and IT don’t get enough strategic direction from the CEO.
| Martha E. Mangelsdorf
Advanced digital technologies are swiftly changing the kinds of skills that jobs require. Researchers Frank MacCrory, George Westerman and Erik Brynjolfsson from the MIT Sloan School of Management and Yousef Alhammadi of the Masdar Institute studied the changes in skill requirements over the 2006-2014 time period. While demand has clearly grown for computer skills, it has grown for interpersonal skills, too. The authors advise people in all lines of work to be flexible about acquiring new talents.
Leaders need to be prepared to handle whatever comes their way — from sharp changes in the competitive landscape to unexpected external crises to internal projects that veer off course. Open access to this group of MIT Sloan Management Review articles on managing uncertainty is provided courtesy of Wharton Executive Education.
Michael Useem et al.
A look at key leadership decisions made during the 2010 mine cave-in crisis.
George S. Day and Paul J.H. Schoemaker
Lessons from the successes and failures of many emerging technologies offer a helpful guide in how adoption works.
George S. Day and Paul J. H. Schoemaker
CEOs need to scan for the faint — but vital — signals that will help give their companies an edge.
Clayton M. Christensen et al.
To maintain growth, a company must launch disruptive new businesses when its core units are strong.
David R. Bell et al.
To thrive in today’s retail environment means reexamining how both information and products are delivered.
Mark Keil et al.
Will your next big IT project be on time and deliver what was promised? Maybe — but maybe not.
Fabian J. Sting et al.
Making it safe to be honest about when projects are getting off track can promote cooperative behavior.
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.
Rob Cross et al.
Once managers grasp the patterns of employee interactions, they can reduce network inefficiencies.
February 19, 2015 | Jayanta Banerjee, Tom Franklin and David DeLong
A social collaboration platform creates the opportunity for accessing critical tacit and implicit knowledge among retirees or the aging workforce. Leaders can leverage a broad assemblage of technologies (mobile, instant messaging, etc.), activities (content management, polls, ideation, etc.) and content outputs (videos, blogs, recommendations) to create a platform that increases access and stimulates participation. Such platforms can form extended communities among users who would not normally collaborate.
Ellen R. Auster and Trish Ruebottom
Executives can successfully navigate the skepticism and fear that often stunt change initiatives.
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.
Douglas A. Ready and Jay A. CongerThe authors offer a framework that executives can use to ensure that their new visions for their businesses become more than just pipe dreams.
GM and Toyota launched their joint auto plant where GM’s work force had been at its worst. Here’s what happened next.