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Shlomo Ben-Hur et al.
Corporate learning programs should focus on the CEO’s strategic agenda rather than how learning is delivered.
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?
Finding and keeping the best young managers means understanding what motivates them. The challenge is that today's young managers have new perspectives on how they will meet their personal goals and on what a company needs to offer.
Monika Hamori et al.
Talented young professionals exhibit a new approach to both their careers and organizational loyalty.
Douglas A. Ready and M. Ellen Peebles
Organizations need to help executives look beyond individual units toward the broader enterprise.
Gerald C. Kane
Most employees want to work for digitally savvy companies — and many are unhappy with their company’s digital maturity.
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.
Gretchen M. Spreitzer et al.
Coworking spaces can open the door to serendipitous encounters that inspire different ways of thinking.
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.
Frank Siebdrat et al.
With appropriate processes, virtual teams can even outperform their colocated counterparts.
Jay Mulki et al.
Companies need to help telecommuters overcome workplace isolation and limited visibility.
Joseph A. Raelin
Businesses need a new approach to the practice of leadership — and to leadership development.
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.
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.
Martha E. Mangelsdorf
What does it take to be an effective leader in today’s unpredictable and uncertain business environments?
It’s not enough to offer great pay and benefits anymore. Employees want their workplace to reflect and support who they are.
February 21, 2015 | Bruce Posner
For many decisions, letting your mind wander to a choice that you feel drawn to — rather than laboriously weighing all the options — is more than ample. Researchers Colleen E. Giblin (Tepper School of Business, Carnegie Mellon University), Carey K. Morewedge (Boston University School of Management) and Michael I. Norton (Harvard Business School) say that while mind wandering is probably not suited for making weighty decisions, it is a less onerous way to sort through options for many decisions.