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Didier Cossin and Estelle Metayer
Strategic thinking by corporate boards is more important than ever for business survival.
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?
September 16, 2014 | Sarah Kaplan and Wanda Orlikowski
In rapidly changing industries, it can be hard for established companies to build momentum for new strategic directions. But by rethinking the past and present and reimagining the future, managers can construct strategic narratives that enable innovation. A new study helps to understand how managers actually make strategy in conditions of considerable uncertainty, and do it in a way that is coherent, plausible and acceptable to most key stakeholders in the organization.
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?