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Seth Carnahan and Deepak Somaya
It's smart to be on good terms with former employees. Recent research, however, shows it’s also wise to follow competitors’ former employees.
New research offers insights into factors that can affect the decision-making process.
Renee Horne (USAA), interviewed by Gerald C. (Jerry) Kane
USAA’s Renee Horne describes the company’s efforts to make social tools an integral part of employee engagement.
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.
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.
March 20, 2012 | Jules Goddard, Julian Birkinshaw and Tony Eccles
Most strategy making begins in the wrong place. Many companies rely on frameworks and models from the strategist’s toolbox, including industry analysis, market segmentation, benchmarking and outsourcing. As a result, they short-circuit the real work of strategy and miss out on finding new insights into the preferences or behaviors of current or potential customers. Few companies develop original strategies by formulating hypotheses and then testing them in a competitive setting.
Today’s business leaders have access to more data than ever, but making sense of all that data is challenging. Open access to this group of MIT Sloan Management Review articles on 21st-century leadership skills is provided courtesy of Stanford’s Graduate School of Business.
David Kiron et al.
Executives are increasingly recognizing the value of social business to their organizations.
Thomas H. Davenport
Research into how the sports world uses data offers five lessons that almost any business could adopt.
Jeanne G. Harris and Vijay Mehrotra
To create real business value, top management must learn how to manage data scientists effectively.
Andy Binns et al.
What does it take to transform an organization before a crisis hits?
Ginka Toegel and Jean-Louis Barsoux
To grow as an executive, you need to recognize and manage your strongest tendencies.
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.
Martha E. Mangelsdorf
Technology-driven change is a given these days. The problem: Companies often struggle with change.
Ellen R. Auster and Trish Ruebottom
Executives can successfully navigate the skepticism and fear that often stunt change initiatives.
Christopher D. Zatzick et al.
It’s surprisingly common for companies to make mistakes in their layoff decisions — and the mistakes can be expensive.
Get three of the most read and discussed articles from MIT SMR‘s change management archive.