- Opinion & Analysis
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How do some companies get their customers to do something that’s useful for the company but not really for the customer?
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What should we make of the role of financial innovation in precipitating the financial crisis — and how might problems with risk management that the crisis revealed be addressed?
The nominally independent board of directors is in fact often dependent on management for information. But new pressures on companies, more cooperative approaches and new technologies can render directors increasingly effective as evaluators and advisers.
“Political influence may come at the cost of lower productivity,” explains Anders Olofsgård, a senior fellow at the Stockholm Institute of Transition Economics at the Stockholm School of Economics. “Politicians are expecting something in return from you. One way to pay back politicians is through jobs. So you may be locked into keeping higher employment than you otherwise might be.” Olofsgård and co-author Raj M. Desai, a visiting fellow at the Brookings Institution, argue that bloated staffs are no bargain for any company.
Many companies invest considerable time and energy trying to build trust with customers, employees, suppliers and investors. Why are some of those efforts doomed to fail?
New research indicates that there are five steps that can help business leaders increase CSR’s effectiveness as a lever for talent management.
Surprisingly often, executives with impressive track records are mysteriously transformed into corrupt and tyrannical monsters once they become CEOs. What danger signals do these individuals exhibit, and what measures can be taken to reduce the likelihood of hiring them?
When companies act dishonestly, the psychological costs outweigh any short-term gains. Dishonesty ultimately decreases repeat business and increases worker turnover and employee theft. Degradation of a company’s reputation, adverse effects on employee values and increased surveillance of workers through expensive new systems eat at an organization’s health. The authors offer proof that honesty is still the best policy.
In this article, the authors make the case that corporate misdeeds are symptoms of a syndrome of selfishness that has taken hold of our business institutions, our societies and our minds. Drawing on history, literature, philosophy and management thinking, they argue that the syndrome is built on a series of half-truths — or fabrications — each of which has driven a debilitating wedge into society.
For the past two decades, business leaders have focused exclusively on shareholder value. In a time of terrorism and corporate scandal, a much broader vision is imperative, as Yale School of Management Dean Jeffrey E. Garten explains.
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