MIT Sloan Management Review

Henry Mintzberg questions some of the conventional wisdom about managerial work.

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.

Insiders often find their opinions carry very little weight. Even data from competitors can seem superior.

Informal decision networks – both within teams and throughout organizations – can systematically bias the way decisions are framed and carried out. Here”s how to build your networks right.

This could be the second most important question you ever ask about your business. Here”s how to answer it.

Most mergers fail because the newly constructed management team has been put in no position to actually lead. Can the pitfalls faced by merged teams be avoided, and the opportunities seized? Here are six guidelines for setting up new management to succeed.

At top companies, where the inspired use of metrics helps to identify potential leaders and develop their skills, the answer is yes.

The difference between effective and ineffective change makers is that the effective ones don't rely on a single source of influence. They marshal several sources at once to get superior results.

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?