- Opinion & Analysis
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Students and companies have changing expectations for executive MBA programs. How should business schools respond?
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Research in creativity shows that giving employees unstructured time — on company time — is a concrete way to reward innovative activity.
Nilofer Merchant's The New How: Building Business Solutions Through Collaborative Strategy outlines how strategy with input from all employees is better than strategy from a few people at the top. It also outlines how to make it happen. "The bottom line is we don’t have the time in this economy to have a smallish group of people setting strategy or innovating or leading," she says.
Based on an investigation of the performance of 80 software development projects with varying levels of dispersion — members in different cities, countries or continents — this article asserts that virtual teams offer tremendous opportunities despite their greater managerial challenges. In fact, dispersed teams outperformed their colocated counterparts when they had the appropriate processes in place. Those processes can be classified in two categories: task-related and socio-emotional.
An article in the new Spring 2009 issue of MIT Sloan Management Review examines Daniel Halgin’s research into the role that professional social networks play in the career moves of college basketball coaches.
As the airline industry struggles — again — through a new round of challenges, some experts still see a profitable way forward. Is management-employee collaboration still possible? Long-time observer Thomas Kochan weighs in.
Research shows that attention to pay and benefits is necessary but not sufficient to retain talent. So why do so many corporate leaders continue to use compensation as their primary retention tool? And what should they do instead to keep their best people, particularly in emerging markets such as India, where both local and global employers are clawing for talent?
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.
As research on the National Football League reveals, sometimes the specific nature of a job determines whether a great performer at one company can replicate that performance at another.
"If there are human operators in the system, they are most likely to be blamed for an accident," writes MIT professor Nancy Leveson. She thinks traditional thinking about the causes of industrial accidents is limiting, in that the model used is that of chains of events leading back to the cause or the accident. A better model for today's complex, automated systems: thinking of reasons why accidents occur rather than specific causes.
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.
Do we finally have the right technologies for knowledge work? Wikis, blogs, group-messaging software and the like can make a corporate intranet into a constantly changing structure built by distributed, autonomous peers — a collaborative platform that reflects the way work really gets done.
By sharing insights and perspectives with a group of noncompeting peers from other regions, managers can stay abreast of industry trends and combat complacency.
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