By Arvind Malhotra and Ann Majchrzak
RESEARCH BRIEF: Emerging technologies enable virtual and distributed teams to communicate –and innovate – more effectively.
By Peter Lorange
Marketing research must become a model for innovation rather than support the mere incremental administration of brands.
By David J. Pauleen and Peter Murphy
Information and knowledge management models that exclude the influence of national and regional culture seriously undercut their potential effectiveness.
By John R. Ehrenfeld
The real business case for sustainability requires more radical, fundamental and difficult change than most are ready to consider, but anything less ignores the real problem and may, in fact, contribute to it.
By Peter Weill and Jeanne W. Ross
Throughout an organization, individuals make decisions daily that influence the need for and the value received from information technology. A simple one-page framework can help companies allocate IT decision rights and accountabilities so that individual IT decisions align with strategic objectives.
By Keith Rollag, Salvatore Parise and Rob Cross
The key to making new employees productive quickly, known as "rapid on-boarding," is to help them immediately build an informational network with co-workers.
By Walter Kuemmerle
As entrepreneurs are considering international expansion earlier and earlier, it is crucial that they structure their ventures to anticipate and mitigate the tensions that can arise from the ongoing need to match perceived opportunities to available resources.
By Glover Ferguson, Sanjay Mathur and Baiju Shah
Organizations are increasingly able to gather and process information from a variety of new sources. But competitive advantage will still belong to those who know how to use it.
By Thomas B. Lawrence, Eric A. Morse and Sally W. Fowler
Traditionally, a company's links to its customers, suppliers and other external parties have been based upon either arm's-length transactions or socially embedded ties. Electronic technologies have enabled a third and more flexible option, dubbed "virtually embedded ties."
By Edward E. Lawler III and David L. Finegold
Boards in the United States are undergoing reforms in leadership, membership and performance evaluation. But are all the changes for the better?
By Jay W. Lorsch and Andy Zelleke
The practice of separating the two top jobs is common in the United Kingdom and elsewhere, but it is not necessarily an improvement over the U.S. model of combining the two positions.
By Eugene H. Fram
Companies that are having trouble filling board positions should consider a new type of director: well-established professionals who devote all of their work, time and energies to corporate board activities.
By Andrew McAfee
The benefits of Web services will be profound, but not easily or quickly obtained. Building application-to-application links will require not only excellent technologists but skilled managers and leaders as well.
By Sam Hill, Richard Ettenson and Dane Tyson
Many companies' brand portfolios have become bloated and obscured. A five-step approach can illuminate which brands should be supported, retired, repositioned or otherwise honed to bring greater clarity to the portfolio.
By Armand V. Feigenbaum and Donald S. Feigenbaum
Early in our careers, when we worked for the General Electric Co. in Schenectady, New York, there was no road map for a young manager desperately trying to find ways to lead. One had to experiment, employing various mechanisms such as motivational sessions, inventory control, budgetary control and information management. But none of those, alone [...]
