There’s a big—and getting bigger—public discussion about sustainability, but it’s not the one managers need. Here are some early findings from a different kind of inquiry.

User communities have considerable potential to build their own brands.

Fallout from the financial crisis could hinder innovation—by limiting options for technology start-ups.

For innovation, corporate culture matters more than location.

A new book highlights the role of communities in the diffusion of radical innovations.

To gain insights into the labor market, consider how basketball coaches move from one job to another.

R&D employees who find intellectual challenge motivating tend to be more productive.

Recessions are a good time to disengage from businesses and practices that are weak and under pressure—but the volatile environment demands that managers let go of old approaches.

The challenge for managers during a downturn is to find the balance between pursuing too many unprofitable investment opportunities and passing up too many potentially profitable ones.

When downsizing is unavoidable, smart managers look for opportunities to improve flexibility, innovation and internal communication to improve trust between managers and employees.

Put aside the myth of the ‘tamed’ business cycle. In the wake of the current economic downturn, managers must learn how to use the business cycle for competitive advantage.

Liquidity solutions, ‘risk’ accounting, transparency turned into competitive advantage—leading economist Andrew Lo argues that this crisis offers opportunities that are unique.

Whether it involves recycling, refurbishing or remanufacturing, product reconstruction can offer attractive consumer prices, high-quality goods and a host of profit opportunities.

In the minds of many, the financial crisis has given innovation a black eye. Disruption theorist Clayton Christensen disagrees.

Most companies can benefit from mass customization, yet few do. The key is to think of it as a process for aligning a business with its customers’ needs.

Companies are more likely to achieve profitable sales overseas if their level of corporate social responsibility is either above average—or below it.

There’s no sense in denying it: interpreting weak signals into useful decision making takes time and focus. These three stages can help you see the periphery—and act on it—much more clearly.

How they can help you succeed in adversity...and how they can steer you wrong.