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A poll of Fortune 1000 executives shows that obtaining insights rapidly is the true value of Big Data.
"Lawsourcing" campaigns are helping smaller organizations advance legal and public relations goals.
Mark Pagell et al.
Companies aiming to be competitive in the long term do not see safety and productivity as trade-offs.
December 14, 2015 | Robert D. Austin and David M. Upton
Thanks to social media and an increasing flood of data, the capacity to generate causes and controversies almost instantly has become the new norm in today’s “super-transparent society.” Individuals and organizations produce a voluminous, mostly involuntary, “digital exhaust,” which reveals much more about them than they think it does. Most business leaders have not yet come to grips with the new reality — and what it means for their organizations.
Cyril Bouquet et al.
The problem of the domineering corporate headquarters resonates with executives of multinationals.
Pankaj Ghemawat and Herman Vantrappen
National diversity of top management should be a topic of conversation for boards of directors.
By Robert J. Thomas et al.
Human resources executives believe the next generation of global executives will be more diverse.
Sarah Kaplan and Wanda Orlikowski
In turbulent markets, managers can build momentum for innovative strategies by rethinking the past, reconsidering present concerns – and reimagining the future.
Thomas A. Kochan
New business executives face a choice: What kind of companies do they want to lead?
Torbjørn Netland and Kasra Ferdows
“Lean” programs can be powerful tools for improving performance – if managers know what to expect.
Willy C. Shih
The process of bringing assembly work back to U.S. factories from abroad is more challenging than the economics would predict.
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.
Monika Hamori et al.
Talented young professionals exhibit a new approach to both their careers and organizational loyalty.
Gerald C. Kane
Most employees want to work for digitally savvy companies — and many are unhappy with their company’s digital maturity.
Douglas A. Ready and M. Ellen Peebles
Organizations need to help executives look beyond individual units toward the broader enterprise.
V. Kumar and Anita Pansari
Research suggests that high levels of employee engagement are associated with higher rates of profitability growth.
March 16, 2015 | 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.