Leading Change
Bringing Lessons From #MeToo to the Boardroom
If your board has not already re-examined its sexual harassment policies, the time to act is now.
Corporate Reputation
Latest
Boards & Corporate Governance
Restoring Trust After a Scandal
After an ethics scandal, one company took an unusual step: Shifting its focus toward sustainability.
Robert G. Eccles and Tim Youmans
Talent Management
How Much Does a Company’s Reputation Matter in Recruiting?
New research sheds light on the role of a reputation for corporate social responsibility in hiring.
Pat Auger, Timothy M. Devinney, Grahame R. Dowling, Christine Eckert and Nidthida Lin
Corporate Social Responsibility
Communicating Corporate Social Responsibility to a Cynical Public
Unless companies communicate their CSR achievements wisely, they risk being accused of greenwashing.
Laura Illia, Stelios C. Zyglidopoulos, Stefania Romenti, Belén Rodríguez-Cánovas and Almudena González del Valle Brena
Emerging Markets
How Infosys Is Building Its Talent Pipeline in India
Attracting talent sometimes means marketing the corporation to the people who might one day take a job there.
Leslie Brokaw
Corporate Social Responsibility
The Trouble with Being Average
Cyril Bouquet, Andrew Crane and Yuval Deutsch
Marketing Strategy
What the Media Is Really Telling You About Your Brand
Grahame Dowling and Warren Weeks
Marketing Strategy
The Global-Brand Advantage
Research indicates that buyers are more likely to perceive value in global brands.
Larry Yu
Quality & Service
Corporate Responsibility Audits: Doing Well by Doing Good
Sandra Waddock and Neil Smith
Marketing Strategy
Brand Management Prognostications
Pierre Berthon, James M. Hulbert and Leyland F. Pitt
Customer Service
Recovering and Learning from Service Failure
Is your company doing its best to address customer complaints and learn from mistakes?
Stephen S. Tax and Stephen W. Brown
Organizational Structure
The Nonmarket Strategy System
For managers, the challenge of understanding nonmarket forces — government, interest groups, activists, and the public — is frequently more difficult than understanding the market environment. The author develops a strategy system of principles, frameworks, and action plans to deal with the issues, in-stitutions, interests, and information that characterize the nonmarket environment. He uses the concept of a rent chain, analogous to the value chain, to show how com-panies can participate in policy-setting processes and generate leverage to their own benefit.
David P. Baron
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