MIT Sloan Management Review

A new study suggests that the effect of institutional investors on innovation in public companies is positive.

As research on the National Football League reveals, sometimes the specific nature of a job determines whether a great performer at one company can replicate that performance at another.

Thus far, researchers and managers alike have a very limited understanding of what makes knowledge workers tick. But by manipulating two key leverage points, companies can begin to shift the balance from art toward science.

Unlike traditional stock options, benchmarking performance to company-specific risk creates a more accurate incentive and reward mechanism.

Space, buildings, and architecture are not the first things a company thinks about when it is “transforming work.” Yet changes to space and time are basic to evolving concepts of what work means.