This issue of MIT SMR offers up important solutions for achieving success in critical areas of management. Read the full lineup below.
Content subject to change.
Special Report
Capturing Value in New Markets: Identify where — and how — to make your play
The special report offers strategies for leaders to identify new markets and capture value in venture capital initiatives in the face of changing technologies, business models, and sustainability pressures.
Steer Clear of Corporate Venture Capital Pitfalls
Big companies and risk capital can be awkward partners. Here’s how to get corporate venturing right.
— Ilya A. Strebulaev (Stanford Graduate School of Business) and Amanda Wang (NYU)
Manage the Tensions in Sustainability Goal Setting
How far from business realities can companies stretch when setting critical goals to reduce carbon emissions?
— Kartik Hosanagar (The Wharton School of the University of Pennsylvania) and Ramayya Krishnan (Dean, Heinz College of Information Systems and Public Policy at Carnegie Mellon University)
Who Captures the Value from Generative AI?
Unpacking what it takes to build and deploy a large language model helps us understand which players stand to gain the most—and where newer entrants may have the best prospects.
— Niklas Sundberg (Kuehne & Nagel)
A New Platform Approach for Digital Health Care
To succeed, digital health platforms must shift strategies and tactics in three key areas.
— Marcus Holgersson (Chalmers University of Technology), Joakim Björkdahl (Chalmers University of Technology), Anna Essén (Stockholm School of Economics), and Johan Frishammar (Luleå University of Technology)
Articles Featured in the Spring Issue
Radical Innovation Needs Old-School VC
Scientists and entrepreneurs working on the world’s most urgent problems can’t do it without funders who understand deep-tech opportunities and take long-term views.
— Thomas Ramge (Einstein Center Digital Future) and Rafael Laguna de la Vera (German Federal Agency for Disruptive Innovation (Sprind) and Code University of Applied Sciences)
Why Companies Need to Lobby for Climate Policy
Organizations that want to make real progress on sustainability need to build a business case for climate lobbying.
— Richard Roberts (Volans)
Own Your Words to Gain Authority
Managers undermine their credibility when they speak for others too frequently.
— David Hollis (Sheffield University Management School) and Alex Wright (Audencia Business School)
Doubling Down on Impact Reporting
New EU reporting mandates will affect businesses well beyond Europe’s borders, requiring them to report on material impacts far beyond their own walls.
— Brian Tomlinson and Lucy Godshall (both from Ernst & Young LLP)
Are Enterprise Social Platforms All Talk?
To get the most from corporate knowledge sharing tools, encourage users to engage with more content, not just build their personal brand.
— Burcu Bulgurcu (Toronto Metropolitan University’s Ted Rogers School of Management), Wietske Van Osch (HEC Montréal), and Gerald C. Kane (University of Georgia’s Terry College of Business)
What the Smart Money Says About Black CEOs
Investors’ reactions to an executive appointment often reflect negative bias, while institutional investors take a more positive view.
— Curtis L. Wesley II (C.T. Bauer College of Business at the University of Houston), Hermann A. Ndofor (Kelley School of Business Indianapolis, Indiana University), Enrica N. Ruggs (C.T. Bauer College of Business at the University of Houston), and Derek R. Avery (C.T. Bauer College of Business at the University of Houston)
Serve More Customers With Inclusive Product Design
Use these questions to empower teams to design products for more diverse populations.
— Vanessa M. Patrick (C.T. Bauer College of Business at the University of Houston) and Jeffrey D. Shulman (University of Washington Foster School of Business)
Why Manufacturers Need a Phased Approach to Digital Transformation
Those that succeed with this difficult work break it up into three stages, each with its own guiding metrics.
— Nitin Joglekar (Boston University’s Questrom School of Business), Geoffrey Parker (Dartmouth College and MIT Initiative on the Digital Economy), and Jagjit Singh Srai (Cambridge University and World Economic Forum)
How to Make Better Friends at Work
Friendships in the workplace can enrich our lives and make us better employees if we make the effort to cultivate truly healthy relationships.
— Gianpiero Petriglieri (Initiative for Learning Innovation and Teaching Excellence at INSEAD)
Creating a High-Performing Multigenerational Workforce Amid Proliferating Business Technology
Age-related cognitive changes coupled with complex technologies in the workplace call for managers to make deliberate choices to support older workers.
— Stefan Tams (HEC Montréal)
How Mid-Level Leaders Build Culture
Team-specific practices foster an organizational culture that’s healthy and vibrant.
— Spencer Harrison (Insead) and Kristie Rogers (Marquette University and Academy of Management Review)
The Trouble With Your Innovation Contests
Not all innovation contests should be winner-takes-all or judged by senior executives. New research shows how to structure contests to meet specific goals.
— Jasmijn Bol (PricewaterhouseCoopers and Tulane University’s A.B. Freeman School of Business), Lisa LaViers (A.B. Freeman School of Business), and Jason Sandvik (University of Arizona’s Eller College of Management)
Leading in the Age of Exploding Transparency
Information is flowing faster — and more broadly — than ever. Consider these strategies to help leaders manage that.
— Melissa Swift (Capgemini Invent’s Workforce & Organization)
What We’re Still Getting Wrong About Performance Management
Measuring and improving performance are two separate objectives best achieved through two distinct processes.
— Amy Lesche-Kahle (ADP)