By Richard Ettenson, N. Craig Smith, Jill Klein and Andrew John
INTELLIGENCE: New developments, research and ideas in management
By H. A. Marquis
Despite the commoditization of information technology, companies are growing increasingly dependent on it for strategic advantage.
By Thomas A. Kochan
Too many managers still view their workforces as costs to be controlled and cut. There is a better way, but it requires organizational and societal will.
By Steven D. Eppinger and Anil R. Chitkara
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.
By Salvatore Parise, Rob Cross and Thomas H. Davenport
Departing employees leave with more than what they know; they also take with them critical knowledge about who they know. That information needs to be a part of any knowledge-retention strategy.
By Richard Ettenson and Jonathan Knowles
When one company acquires another, executives have 10 distinct options for the corporate rebranding. Selecting the right strategy can set forth a compelling vision for the combined entity and send important signals to employees and the outside world.
By Alan Hughes and Michael S. Scott Morton
Reaping the elusive productivity rewards of information technology requires that an organization must change the way it does business. Schneider National took that dictum to heart and became a trucking and logistics powerhouse.
By Thomas B. Lawrence, Bruno Dyck, Sally Maitlis and Michael K. Mauws
Managing change does not mean dealing with chaos. In fact, continuous change is a predictable cycle with four phases, each requiring certain resources and a specific type of champion.
By Erik Brynjolfsson, Yu "Jeffrey" Hu and Michael D. Smith
The Internet marketplace allows companies to produce and sell a far wider range of products than ever before. This profoundly changes both consumer behavior and business strategy.
By Frits K. Pil and Matthias Holweg
Breaking free of linear chain thinking and viewing value creation from a multidimensional grid perspective provides the greatest opportunities for innovation.
By Julian Birkinshaw and Michael Mol
Few companies understand how such innovation occurs -- and how to encourage it. To foster new management ideas and techniques, companies first need to understand the four typical stages in the management innovation process.
By Dan Stiff
A company must have a three-dimensional view of its brand.
