MIT Sloan Management Review

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

The nominally independent board of directors is in fact often dependent on management for information. But new pressures on companies, more cooperative approaches and new technologies can render directors increasingly effective as evaluators and advisers.

Many companies invest considerable time and energy trying to build trust with customers, employees, suppliers and investors. Why are some of those efforts doomed to fail?

Companies with connections to a nation's government may be less productive.

A comprehensive analytic framework can provide a common language for discussing decisions and values with colleagues, helping to build a culture that better integrates the organization's values into staff decision making.

Awareness of peer influence helps managers orchestrate the actions of others -- and interpret their own behaviors.

New research indicates that there are five steps that can help business leaders increase CSR’s effectiveness as a lever for talent management.

Many executives talk about corporate reputation and brand as if they are one and the same. They are not, and confusing the two can lead to costly mistakes.

Obesity in the United States has reached crisis proportions. Is this yet another societal problem to be loaded onto the shoulders of business leaders? For several reasons, the answer is yes -- and some companies are already showing what can be done to turn the tide.

Meeting the sustainability challenge will require the kind of cross-sector collaboration for which there is still no real precedent. It must be co-created by various stakeholders by interweaving work in three realms: the conceptual, the relational and the action-driven.