- Research Feature
- Read Time: 18 min
The departure of talented employees can actually benefit a company, depending on where those individuals are hired. Therefore organizations must learn how to lose certain battles in order to win the war.
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The “make or buy” decision has been a staple of industrial economics as far back as the start of the Industrial Revolution. So when perceived levels of outsourcing began to rise around the world over the past decade or two, researchers began to ask why.O
Like most major change initiatives, going lean rarely looks good from the start. The operating efficiencies come quickly, yet sales and profits — for a while — get worse. The solution? Adopt a new financial reporting method that captures what’s really happening in the business.
For those learning to lead, experience trumps formal training. But some experiences matter more than others, as two unconventional but highly successful organizations — The Church of Jesus Christ of Latter-day Saints and the Hells Angels Motorcycle Club — have recognized.
There is a time and a place when corporate governance has little influence over performance, say two researchers at New York University’s Leonard N. Stern School of Business, because competitive forces cut away at management fat.
New research indicates that there are five steps that can help business leaders increase CSR’s effectiveness as a lever for talent management.
At many companies, intellectual property has become an area of focus. Research shows that top-management involvement in IP strategy is associated with better IP performance.
How can executives prioritize their time to ensure that they are focusing on the countries and subsidiaries that need the most attention?
New research suggests that five crucial conversations — often overlooked or avoided — are essential to the success of any high stakes project or initiative.
Expertise in strategic thinking is not the product of innate ability and pure serendipity. It arises from specific experiences (personal, interpersonal, organizational and external) which occur over 10 or more years.
Clashes between bottom line-oriented managers (stewards) and creative technical employees (creators) may be inevitable. But when those conflicts aren’t managed well, a company’s ability to innovate may be at risk.
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