Management Innovation
Rethinking Management
In his book “Reinventing Management,” Julian Birkinshaw urges businesspeople to give more thought to management models.
Volume 51, Issue #4
Summer 2010 Issue
IT Strategy
The Surprising Impact of Fashions in Information Technology
Large companies that invest in trendy IT innovations may see their reputations — and CEO compensation — increase the next year.
Ping Wang
IT Governance & Leadership
Where the Money Isn’t
In theory, IT innovation is important — except it’s often not a priority in company budgets.
Bob Haas and Christian Hagen
Global Operations
On the Rocky Road to Strong Global Culture
It’s not easy to build a strong culture worldwide. “Cultural hubs” beyond headquarters can help.
Orly Levy, Sully Taylor and Nakiye A. Boyacigiller
Management Innovation
Putting the Science in Management Science
MIT’s Andrew McAfee says that evolving technology and the data deluge can enable companies to act smarter.
Andrew McAfee, interviewed by Michael S. Hopkins
Organizational Behavior
Is Decision-Based Evidence Making Necessarily Bad?
Peter M. Tingling and Michael J. Brydon
Business Model Innovation
What to Do Against Disruptive Business Models (When and How to Play Two Games at Once)
When two business models, and two business units, make sense.
Constantinos C. Markides and Daniel Oyon
Partnerships & Alliances
Best Practices for Industry-University Collaboration
To extract the most business value from university research, companies need to follow seven rules.
Julio A. Pertuzé, Edward S. Calder, Edward M. Greitzer and William A. Lucas
IT Governance & Leadership
The IT Audit That Boosts Innovation
Leading innovators are using information systems to make their activities more efficient.
Steven R. Gordon and Monideepa Tarafdar
Marketing Strategy
How to Save Your Brand In the Face of Crisis
Gita V. Johar, Matthias M. Birk and Sabine A. Einwiller
Sustainability & Organizational Change
The Change Leadership Sustainability Demands
Sustainability initiatives have three stages, each requiring differing organizational capabilities.
Christoph Lueneburger and Daniel Goleman
