Research Highlight

Showing 21-40 of 200

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Choosing the Right Eco-Label for Your Product

With over 435 eco-label programs worldwide, how can companies avoid betting on the wrong one? Authors Magali A. Delmas (UCLA Anderson School of Management), Nicholas Nairn-Birch (U.S. Environmental Protection Agency) and Michaela Balzarova (Lincoln University) detail a three-part framework for companies to use. The framework evaluates eco-labels along three dimensions: consumer understanding and awareness, consumer confidence and willingness to pay.

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How to Drive Customer Satisfaction

There are six significant drivers of customer satisfaction for companies to pay attention to: adaptability, commitment to customers, connection with other customers, product assortment, easy transactions and appealing environment. A Trader Joe’s grocery store, for instance, carries about 4,000 items, compared to 50,000 in a typical store. Less is better: Items are chosen to match the demographic and psychographic profiles of Trader Joe’s customers, and provide the assortment customers want.

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Free Article

Can High-Frequency Trading Drive the Stock Market Off a Cliff?

Much of the time, high-frequency trading firms play a benign role in financial markets. These firms use fully automated computer systems to buy and sell stocks very rapidly, making thin profits by being ahead of human orders.

But in a nervous market with downward price pressure, high-frequency trading can create fierce volatility. A computer simulation of high-frequency trading behavior showed that a complex system “may turn into an unfamiliar monster when an invisible tipping point is passed.”

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Lessons From Analytical Innovators

In a webinar recorded in March 2013, the speakers present findings from the recent global study they co-authored, “From Value to Vision: Reimagining the Possible with Data Analytics.” In their study, they identified leaders of the analytics revolution they call “Analytical Innovators.” These companies share three key characteristics: a widely shared belief that data is a core asset; more effective use of more data for faster results; and support for analytics by senior managers shift power and resources to those who make data-driven decisions.

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Free Article

Why Managing Consumer Privacy Can Be an Opportunity

How many privacy policy updates does your credit card company send you each year? Companies often “manage privacy” and “keep consumers informed” by drafting their privacy policies as broadly as possible and consider their job done if they change the policy 10 times a year to fit with changing practices. However, managing privacy should not be seen by businesses as a burden. Instead, it can be a valuable way to generate and maintain a good relationship with your customers.

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Organizing R&D for the Future

Executives from around the world agree that research and development is a global effort requiring collaboration. Yet many say their organizations must improve in this area — evolving from the centralized approach that’s prevalent today — to meet strategic goals. In other words, for today’s R&D organizations, there is a significant gap between knowing what to do and actually doing it. Vital as it is to their futures, the art of collaboration is one that many R&D organizations have yet to master.

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The Myth About Viral Marketing

The idea that messages go “viral” and diffuse through social networks is now a given in corporate marketing and the culture. But recent research suggests that the term “viral” marketing does not describe what happens most often online. In fact, true viral diffusion is rare, according to Sharad Goel, a senior researcher at Microsoft Research. For marketers, this research suggests that it may be time to abandon the idea that viral marketing will frequently lead to, say, tenfold organic growth.

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The Importance of IT-Enabled Flexibility in Alliances

Strategic alliances are arguably more critical now than ever before. In this highly digital age, organizations rely increasingly on Internet-based or computerized products and services that require the simultaneous cooperation of multiple organizations. The authors’ research has shown that flexible IT systems can help enable successful partnerships. But the opposite — that inflexible IT systems can hinder partnerships — is true, too. And it’s something about which organizations should be careful.

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Communicating Corporate Social Responsibility to a Cynical Public

Companies are increasingly engaging in CSR activities. But unless companies communicate their CSR achievements wisely to stakeholders, they fear being accused of greenwashing. A study of CSR communication practices in 251 European corporations yields seven guidelines for effective CSR communication. The authors conclude that many beliefs about the risks associated with CSR communication are exaggerated, and that companies that communicate honestly about their activities have little to fear.

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Video: Sustainability: The New Business Model Opportunities

Since 2010, MIT Sloan Management Review (MIT SMR) and The Boston Consulting Group (BCG) have been charting how organizations are responding to sustainability as a source of competitive advantage. This year we found that nearly 50 percent of companies have changed their business model because of sustainability opportunities. In this presentation, David Kiron, executive editor at MIT SMR, and Eugene Goh, a principal with BCG, cover highlights of the report and discuss specific company examples.

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How to Use Analogies to Introduce New Ideas

While change and innovation clearly produce much of the turbulence that besets modern businesses, research suggests that change itself is not the culprit, but rather how organizations perceive and cope with change. Both people and organizations rely on analogies to help them comprehend change, including the meaning and potential of new technologies, systems and processes. But do all analogies function in the same way? How strongly should organizations adhere to their chosen analogies?

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How to Create Brand Engagement on Facebook

Brands have embraced Facebook Inc. as a key marketing channel to drive engagement and brand awareness. The question is whether some brand content creates more brand engagement on Facebook than others. A recent study coded more than 1,000 wall posts from 98 global brands, aiming for a better understanding of how different wall-post attributes impact the number of “likes,” comments and “shares” a post receives. This article offers up the results of that study, for brand managers to act on.

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The Advantages of Digital Maturity

  • Research Highlight
  • Read Time: 5 min 

New research suggests that companies with well-managed investments in digital technology and transformation management can achieve up to 26% more profits than their industry average. A digital maturity model developed by MIT’s Center for Digital Business and Capgemini Consulting combines two elements: digital intensity (the level of technology investment directed towards changing how a company operates) and transformation management intensity.

Image courtesy of Flickr user iriss.org.uk.

The Digital Capabilities Your Company Needs

  • Research Highlight
  • Read Time: 5 min 

Companies need to invest in four kinds of digital capabilities to achieve digital transformation. They must start with a unified digital platform to integrate data and processes across sales channels. They need a way to revamp solution delivery to adapt new technologies into their operations. They need to develop analytics capabilities, which often requires a change in corporate culture. And they need good working relationships and tight integration between business executives and information technology executives.

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The Role of the Chief Strategy Officer

The Chief Strategy Officer (CSO) is a comparatively new but increasingly important role in many organizations. This article proposes a typology of four CSO archetypes – Internal Consultant, Specialist, Coach and Change Agent – who carry out a variety of responsibilities in the CSO role. By understanding how the duties of the CSO can vary significantly from organization to organization, boards and CEOs can make better decisions about which type of CSO is necessary for their leadership teams.

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The Gap Between the Vision for Marketing and Reality

The growing number of chief marketing executives reflects the increasing importance companies attach to marketing. Yet the average tenure of a chief marketing officer (CMO) is three and a half years, well below that of the typical CEO. Both the prevalence of the CMO position and its precariousness give rise to the question,“Has marketing realized the vision to which its adherents have long aspired?” This article asks if that question is an important one — and where marketing goes from here.

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How to Compete in China’s E-Commerce Market

A surprising number of high-profile Western companies have stumbled in e-commerce in China, including Amazon and Google. This article offers a list of workable strategies to succeed in Chinese e-commerce, gleaned from U.S. companies’ experiences.

There is no one-size-fits-all solution. However, in a market like China’s, where local knowledge and culture are crucial to success, more thought should be given to how to better serve local customers and adapt in a rapidly changing market.

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Why Showing Your Face at Work Matters

Working from home or other remote work arrangements can be beneficial to both employees and companies. However, these nontraditional arrangements also have hidden pitfalls. Employees who work remotely may end up getting lower performance evaluations, smaller raises and fewer promotions than their colleagues in the office — even if they work just as hard and just as long. The difference is something called “passive face time” — the simple act of merely being seen in the workplace.

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When Is an Outsider CEO a Good Choice?

On average, CEOs recruited from outside the company perform about the same as those who come up through the ranks, the authors’ research suggests. But there are certain circumstances in which outsider CEOs tend to do better: CEOs recruited from outside the company outperform those who come up through the ranks at companies with a recent history of poor performance.

The author studied CEO succession in 90 single-business organizations over 30 years in the U.S. airline and chemical industries.

Image courtesy of Flickr user KJGarbutt.
Free Article

Finding Value in the Information Explosion

Today’s companies process more than 60 terabytes of information annually, about 1,000 times more than a decade ago. But how well are companies managing the data and capitalizing on the opportunities it presents?

To answer these questions, seven IT research centers studied data-related activities at 26 corporations and large nonprofit organizations. The research shows that while the IT unit is competent at storing and protecting data, it cannot make decisions that turn data into business value.

Showing 21-40 of 200