By Lee Fleming and Matt Marx
INTELLIGENCE: RESEARCH SPOTLIGHT: The flow of information, ideas and talent across organizational boundaries presents unique opportunities and potential threats.
By Andrew R. Thomas and Timothy J. Wilkinson
How the colonization of American manufacturing by distributors has pushed U.S. companies overseas.
By Timothy L. Keiningham, Terry G. Vavra and Lerzan Aksoy
Most managers will tend to believe the "facts" that fit their views, even when faced with conflicting information or even outright contradiction.
By Christopher G. Worley and Edward E. Lawler III
Many executives talk about the need for greater flexibility and adaptability from their companies. But the truth is that most businesses have organized themselves in ways that inherently discourage change.
By Donald N. Sull and Dominic Houlder
Executives can avert the seemingly inevitable decline of many mature corporations by viewing their organization as a portfolio of business opportunities at various life cycle stages.
By Joel E. Collier and Carol C. Bienstock
Online retailers must distinguish themselves in three aspects of a transaction: customer interaction with the Web site, delivery of the product and ability to address problems when they occur
By George S. Day
As managers revamp their organizations for closer alignment with customers, one of the biggest challenges is determining how far and fast to go.
By Rita Gunther McGrath, Thomas Keil and Taina Tukiainen
A study of Nokia’s venturing program revealed eight important lessons that can help companies benefit from their investments in new ventures.
By James Stock, Thomas Speh and Herbert Shear
Effective product returns strategies and programs can result in increased revenues, lower costs, improved profitability and enhanced levels of customer service.
By Thomas Olavson and Chris Fry
Managing product variety can be easy but hard to do well. And the difference can be significant.
By Frédéric Fréry
A truly strategic decision occurs only at the nexus of three organizational considerations -- where it adds value, how it handles and employs imitation and how it defines its perimeter.
By Ralph Hasson
Companies have a number of internal and external conflict-resolution resources at their disposal. In addition, they should consider creating the new role of board ombudsman to mediate disagreements.
By Jérôme Barthélemy
The history of the successful Swedish furniture retailer IKEA illustrates the role that adaptation and experimentation play in the development of an innovative strategy.
By Wlodek Zadrozny
Despite its potential, few managers have begun even to scratch the surface of information about intangibles and the opportunity it offers.
By John G. Singer
The paradigm of brand is worn out. Marketing and strategy must now be about shaping the competitive ecosystem.
