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Martin Mocker et al.
Digital technologies are helping companies finesse trade-offs between complexity’s costs and benefits.
Paul Strebel and Salvatore Cantale
Is your company focused on creating value — or on siphoning it off from others?
It’s possible for a company to win a price war by leveraging a specific set of strategic capabilities.
December 19, 2013 | Andrei Hagiu
Some of the fastest growing businesses in recent years — companies such as Facebook, eBay and LinkedIn — are “multisided platforms” that enable interactions between two or more sets of participants. The spectacular success of some of these MSPs has caught the attention of many entrepreneurs and investors. But building a multisided platform business requires savvy decisions on everything from design to governance to pricing.
June 17, 2014 | David A. Lubin and Daniel C. Esty
Most mainstream investors are unconvinced that sustainability leadership translates into profits and marketplace success. Despite rising importance on the corporate agenda, sustainability —as currently understood and measured — interests only a small niche of investors. The authors argue that a “back to basics” approach for measuring sustainability’s direct impact on revenue growth, productivity and risk would provide mainstream investors with the data that’s critical to their decisions.
Do managers run companies better when they are agents of all stakeholders or when they focus their allegiance on shareholders? And do different directions affect innovation?
H. Jeff Smith
Stakeholder theory may be more conducive than shareholder theory to curbing company impropriety.
N. Craig Smith et al.
When the Gap decided to overhaul the way it interacted with critics, it launched a strategy of stakeholder engagement.
Olubunmi Faleye et al.
Is board oversight — helpful as it can be — detrimental to innovation?