By Michael S. Hopkins
In his book Managing to Learn, John Shook deconstructs the problem-solving journey of one manager and his mentor, and the management mechanism that guided them. The backstory? Shook knows the journey firsthand.
Social networks provide greater access to information, which improves people’s judgment and decision making, right? Not always, according to some recent research.
By Joseph J. Penbera
New research offers insights into an increasingly important boardroom role.
In an interesting book, two Wharton professors analyze the innovation process.
By Hongwei Zhu and Stuart E. Madnick
On the Web, innovative data reuse yields opportunities — and legal questions.
By Dror Etzion
The bleak labor market facing finance professionals may create an unexpected opportunity — for environmental sustainability efforts.
By Donald A. Norman
Designers at restaurants, theme parks and elsewhere have investigated how to make waiting in line more pleasant. What they have learned has profound implications for all managers.
By John Shook
How Toyota solves problems, creates plans, and gets new things done while developing an organization of thinking problem-solvers.
By Edward R. Tufte, as told to Jimmy Guterman
Information-visualization guru and famed PowerPoint debunker Edward Tufte explains how businesses would think better, make better decisions and present themselves more powerfully if only they would learn to talk — both internally and externally — in facts.
Interview by Jimmy Guterman
Presentation experts Nancy Duarte and Garr Reynolds help world-renowned executives, politicians and thought leaders deliver stronger presentations. Here they reveal how to influence and persuade in a different way, regardless of whether you ever have to communicate via PowerPoint.
By Glen L. Urban, John R. Hauser, Guilherme Liberali, Michael Braun and Fareena Sultan
We’ve long been able to personalize what information the Internet tells us — but now comes “Web site morphing,” and an Internet that personalizes how we like to be told. For companies, it means that communicating — and selling — will never be the same.
By Frank Siebdrat, Martin Hoegl and Holger Ernst
Dispersed teams can actually outperform groups that are colocated. To succeed, however, virtual collaboration must be managed in specific ways.
By Kevin J. Boudreau and Karim R. Lakhani
Should external innovators be organized in collaborative communities or competitive markets? The answer depends on three crucial issues.
By Erik Simanis and Stuart Hart
Nurturing a new and lasting idea doesn’t result from analyzing market data. Aspiring creators must act on what nonprofits already know: you get the best answers by burying yourself in the questions.
Interview by Michael S. Hopkins
Has demand for ‘green’ products and services been affected by the downturn? And what factors affect consumer decisions to buy — or not buy — green in the first place?
By Chris Nodder
How do some companies get their customers to do something that’s useful for the company but not really for the customer?
By Jean-François Manzoni and Jean-Louis Barsoux
Subordinates sometimes make it extremely difficult for their bosses to be good leaders. Executives who fail to understand the forces at play may find their careers in jeopardy.
The editors of the MIT Sloan Management Review are pleased to announce the winners of this year’s Richard Beckhard Memorial Prize, awarded to the authors of the most outstanding SMR article on planned change and organizational development published from Fall 2007 to Fall 2008.
