MIT Sloan Management Review

A leading expert on disruptive innovation discusses a range of topics — from health care to innovation in financial markets –in an interview published in MIT Sloan Management Review.

An article in the new Spring 2009 issue of MIT Sloan Management Review examines Daniel Halgin’s research into the role that professional social networks play in the career moves of college basketball coaches.

Here’s an interesting idea: Now may be an opportune time to perform repair work within your organization.

“In an unpredictable world, trying to be right can lead managers terribly astray.” So write Rita Gunther McGrath and Ian C. MacMillan in their new article in MIT Sloan Management Review.

This week’s official launch of Tata’s Nano — the world’s most inexpensive car — could be a sign of the times.

Looking for new strategies for doing business in the recession? Consider strategies employed by companies from emerging markets — where economic volatility and constraints on consumer disposable income are commonplace.

Behavioral economist Dan Ariely points out the importance of testing assumptions through experiments.

An entepreneurship expert explains the benefits of treating new business ideas as experiments, with hypotheses that need to be tested.

Michael Schrage of the MIT Center for Digital Business sees inexpensive digital business experiments as a form of “innovation risk management.”

Need to lower costs? Think about “re-featuring” your product, suggests Scott D. Anthony of Innosight.

Andrew McAfee, who popularized the term “Enterprise 2.0″ in a 2006 MIT Sloan Management Review article, has three criteria for what makes a given technology environment an Enterprise 2.0 one.

Many corporate social responsibility programs are so far surviving the recession — and new research reveals some economic benefits of social responsibility.

The global financial crisis that occurred in 2008 can be viewed as a systems accident that was fueled, in part, by innovations in the financial sector.

How does a large, global corporation capture employees’ ideas for new technologies? An article from the Fall 2008 issue of MIT Sloan Management Review analyzes the results of IBM’s 2006 “Innovation Jam” — which involved 150,000 people.

MIT professor and workplace relations guru Thomas Kochan says no industry can afford to keep workers and managers at odds.

Yes, it looks different. No, it's not finished. But you can still find everything you expect to see here on the site, including articles from MIT Sloan Management Review and Business Insight, our collaboration with The Wall Street Journal, and much new material.

Michael Cusumano, a professor at the MIT Sloan School of Management who has studied the automotive industry, thinks a bailout is not what the automotive companies need.

What if every business had to be managed like a start-up? Rita Gunther McGrath, an associate professor of management at Columbia Business School, has some interesting observations along those lines -- about managing in today's uncertain business climate.Â

Today's Wall Street Journal features an article that highlights a subtle but interesting difference in management style between Toyota Motor Corp. and Detroit's Big Three. Toyota in the U.S. currently finds itself with excess capacity for models such as pickup trucks.Â

Score one for Henry Mintzberg, the well-known management scholar and professor at McGill University. In an essay that has been posted on his website since 2007 but that now seems eerily prescient, Mintzberg predicted that 2008 would see a substantial downturn in the U.S. economy.Â