MIT Sloan Management Review

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

For any breakthrough innovation project, specific objectives are often unclear or highly malleable, and the paths to them are murky. Rather than feign certainty that doesn”

Surprisingly often, executives with impressive track records are mysteriously transformed into corrupt and tyrannical monsters once they become CEOs. What danger signals do these individuals exhibit, and what measures can be taken to reduce the likelihood of hiring them?

A CEO’s new vision often blurs into an indistinct image once the initial blitz is over. To ensure that the vision is more than just a daydream, companies should follow a five-phase model that some organizations have used successfully to avoid disaster or complacency.

Despite the welter of data and analytics at their disposal, experienced managers often need to rely on gut instinct to make complex decisions under duress.

To understand how breakthroughs in innovation arise, managers first need to be aware of the different factors that shape the highly skewed distribution of creativity.

At many companies, intellectual property has become an area of focus. Research shows that top-management involvement in IP strategy is associated with better IP performance.

Project teams can fly or founder on the demographic attributes of team members and the fractures they can create. Here's how to recognize the potential for division, and how to respond in time when team fractures do arise.

Expertise in strategic thinking is not the product of innate ability and pure serendipity. It arises from specific experiences (personal, interpersonal, organizational and external) which occur over 10 or more years.

New research suggests that five crucial conversations -- often overlooked or avoided -- are essential to the success of any high stakes project or initiative.