In his book Managing to Learn, John Shook deconstructs the problem-solving journey of one manager and his mentor, and the management mechanism that guided them. The backstory? Shook knows the journey firsthand.
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By Michael S. Hopkins
Social networks provide greater access to information, which improves people’s judgment and decision making, right? Not always, according to some recent research. Free to subscribers
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New research offers insights into an increasingly important boardroom role. Free to subscribers
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By Joseph J. Penbera
In an interesting book, two Wharton professors analyze the innovation process. Free to subscribers
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On the Web, innovative data reuse yields opportunities — and legal questions. Free to subscribers
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By Hongwei Zhu and Stuart E. Madnick
The bleak labor market facing finance professionals may create an unexpected opportunity — for environmental sustainability efforts. Free to subscribers
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By Dror Etzion
Designers at restaurants, theme parks and elsewhere have investigated how to make waiting in line more pleasant. What they have learned has profound implications for all managers. Free to subscribers
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By Donald A. Norman
How Toyota solves problems, creates plans, and gets new things done while developing an organization of thinking problem-solvers.
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By John Shook
Information-visualization guru and famed PowerPoint debunker Edward Tufte explains how businesses would think better, make better decisions and present themselves more powerfully if only they would learn to talk — both internally and externally — in facts. Free to subscribers
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By Edward R. Tufte, as told to Jimmy Guterman
Presentation experts Nancy Duarte and Garr Reynolds help world-renowned executives, politicians and thought leaders deliver stronger presentations. Here they reveal how to influence and persuade in a different way, regardless of whether you ever have to communicate via PowerPoint.
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Interview by Jimmy Guterman
We’ve long been able to personalize what information the Internet tells us — but now comes “Web site morphing,” and an Internet that personalizes how we like to be told. For companies, it means that communicating — and selling — will never be the same. Free to subscribers
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By Glen L. Urban, John R. Hauser, Guilherme Liberali, Michael Braun and Fareena Sultan
Dispersed teams can actually outperform groups that are colocated. To succeed, however, virtual collaboration must be managed in specific ways.
By Frank Siebdrat, Martin Hoegl and Holger Ernst
Should external innovators be organized in collaborative communities or competitive markets? The answer depends on three crucial issues. Free to subscribers
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By Kevin J. Boudreau and Karim R. Lakhani
Nurturing a new and lasting idea doesn’t result from analyzing market data. Aspiring creators must act on what nonprofits already know: you get the best answers by burying yourself in the questions. Free to subscribers
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By Erik Simanis and Stuart Hart
Has demand for ‘green’ products and services been affected by the downturn? And what factors affect consumer decisions to buy — or not buy — green in the first place? Free to subscribers
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Catherine Roche, interviewed by Michael S. Hopkins
How do some companies get their customers to do something that’s useful for the company but not really for the customer? Free to subscribers
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By Chris Nodder
Subordinates sometimes make it extremely difficult for their bosses to be good leaders. Executives who fail to understand the forces at play may find their careers in jeopardy. Free to subscribers
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By Jean-François Manzoni and Jean-Louis Barsoux
Many manufacturers have established product development activities in different countries around the world. Yet their senior managers often struggle to tie those decentralized organizations into a cohesive, unified operation that can efficiently drive growth and innovation. New empirical frameworks may help unlock practices with which managers can deploy well-coordinated global product development strategies. Free to subscribers
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By Steven D. Eppinger and Anil R. Chitkara
The editors of the MIT Sloan Management Review are pleased to announce the winners of this year’s Richard Beckhard Memorial Prize, awarded to the authors of the most outstanding SMR article on planned change and organizational development published from Fall 2007 to Fall 2008.
