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Alexander Laufer et al.
Successful project managers often combine elements of traditional and agile approaches to project management.
A willingness to ask for advice on difficult problems can increase your perceived competence.
Seth Carnahan and Deepak Somaya
It's smart to be on good terms with former employees. Recent research highlights the upside to following competitors’ former employees, too.
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The notion that one mentor can meet all of an individual’s developmental needs is increasingly outdated.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.
December 16, 2014 | Christopher M. Barnes and Gretchen Spreitzer
Simple as it sounds, regular sleep is the best antidote for a fatigued or stressed-out workforce. But many modern workplaces condone practices that are not conducive to healthy sleep schedules, with leaders setting the expectation that others need to be at the office at all hours of the day and night. The authors argue that managers should “allow employees to separate from work when the workday is finished” and think of sleep as a strategic resource that is a key to human sustainability.
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.
Felipe A. Csaszar and Alfredo Enrione
Research offers insights into when trying to reach consensus is the right course, and when it isn’t.
Employees can be inspired to perform better if their creativity is challenged through teamwork.
Fabian J. Sting et al.
Making it safe to be honest about when projects are getting off track can promote cooperative behavior.
Daniel M. Cable et al.
Employee orientation practices that focus on individual identity can lower employee turnover.