MIT Sloan Management Review

Companies that pursue a number of improvement initiatives at once risk creating information overload for employees.

Students and companies have changing expectations for executive MBA programs. How should business schools respond?

Should you price a consumer product at a price that ends in 99 cents — or price it at a round dollar amount?

Products and markets with nothing in common “taxonomically” can have “thematic similarity,” which may open up important business opportunities.

Researchers confirm what many workers intuitively know: You’ll be less productive if your attention is spread too thin.

A quarter-century after the best-known romance and breakup in modern executive history, the partner who vanished has popped up with insights to share.

Image courtesy of PepsiCo.

International markets have been increasingly important for many U.S. companies, and they are the assumed priority for future growth. Wal-Mart Stores Inc. is representative: In 1998 it obtained 6% of its revenue internationally; by 2008, international revenues constituted 25% of Wal-Mart’s much larger sales base.

Energy sector innovation faces an important hurdle, according to MIT’s Ernest Moniz. How do we reconcile the cultural mismatch between innovators and the establishment?

Finance professor Andrew Lo addresses “physics envy” among economists — and the importance of understanding the levels of uncertainty you face.

The key to achieving both of those goals together? Integrate societal benefits with company strategy.

Large companies that invest in trendy IT innovations may see their reputations — and CEO compensation — increase the next year.

Most executives naturally gravitate toward one of these two approaches. The challenge is that companies need both.

Courtesy of New York: Basic Books.

Marketers have increasingly recognized that their world has been changing from “push” to “pull.” Traditionally, they could push advertising and other marketing content toward potential customers to tout new products or services.

Courtesy of BMW.

Continuous innovation is the engine that drives highly successful companies such as Apple, General Electric, Google, Honda, Hewlett-Packard, Microsoft, Procter & Gamble, Sony, Tata group and many others.

What it means when people who grew up with technology in their hands become the heart of a work force — and what it means if managers don’t understand them.

GM and Toyota launched their joint auto plant where GM’s work force had been at its worst. Here’s what happened next. And why.

A new book examines the challenges — and potential benefits — of government programs designed to foster entrepreneurship.

Too often, business students see little overlap between the jobs they plan to do — and those they consider most socially responsible or would most enjoy.

New research suggests that ads that complement online content can be effective — but not if they rouse consumers’ privacy concerns.

Many companies hire top-notch talent but then fail to reap the full benefits of those star employees. Often, the culprit is faulty managerial practices.