By Chun Wei Choo
INTELLIGENCE: RESEARCH BRIEF: Vigilance is the key to avoiding potential organizational nightmares.
By Michael D. Johnson and Fred Selnes
RESEARCH BRIEF: A dynamic array of different customer types makes for a stronger business model.
By Jeffrey J. Reuer
RESEARCH BRIEF: Three methods for obtaining vital information before the deal happens.
By Americus Reed II and Lisa E. Bolton
Unlike static demographic and psychographic techniques, identity marketing taps into the multilayered and fluid nature of who customers are and who they want to be.
By E. Ted Prince
An executive's "financial signature" is the key to how he or she evaluates risk and reward to build company value.
By Till Vestring, Ted Rouse and Uwe Reinert
Spreading foreign operations and outsourcing relationships over a broad, well-balanced mix of regions and countries reduces risk and increases potential reward.
By John A. Pearce II and Jonathan P. Doh
Corporate social responsibility has become a vital part of the business conversation. Research points to five principles that underscore how collaboration provides the best combination of social and strategic payoffs.
By David Feeny, Mary Lacity and Leslie P. Willcocks
Successful outsourcing of back-office business functions requires knowing not only your company's needs but also the 12 core capabilities that are key criteria for screening suppliers.
By Lynda Gratton and Sumantra Ghoshal
Many companies adopt industry best practices to stay competitive. But high-performing companies do more: They also embrace unique "signature processes" that reflect their values.
By Liisa Välikangas and Michael Gibbert
Smartly placed, legitimizing constraints actually enable innovation by focusing it and giving it traction in the competition for corporate attention and resources.
By Nicholas G. Carr
After pouring millions of dollars into in-house data centers, companies may soon find that it's time to start shutting them down. IT is shifting from being an asset companies own to a service they purchase.
By Erin Anderson and Sandy D. Jap
The very factors that make partnerships with customers or suppliers beneficial can leave those relationships vulnerable to deterioration.
By Paul A. Argenti, Robert A. Howell and Karen A. Beck
Companies that continue to take a tactical, short-term approach to communicating with key constituencies will find it increasingly difficult to compete. Developing an integrated, strategic approach to communications will be critical to success.
