When it comes to salary transparency, one widely held belief is that women have a harder time collecting salary information than men. While some research suggests this may be true in some cases, collective research has not tackled a fundamental question: Are female employees truly less informed about salaries, or is this just a stereotype?

When it comes to the complex hiring processes of corporate America, women often face not only glass ceilings but “glass walls.” Recent MIT Sloan Management Review articles provide insights and research into some of today’s leading issues for women in the workforce and steps managers can take to lead change.

At the 2019 gathering of the World Economic Forum, much of the conversation was about the need for re-skilling and inclusive education, and the ongoing gender gap in the world of technology. Lynda Gratton, a professor of management practice at London Business School, attended the Davos conference as a steward of the World Economic Forum Council on Work, Education and Gender, and shares her insights from the meeting.

Organizational change is difficult. Some 70% of change efforts fail, and awareness hasn’t improved the odds of success. But there are exceptional companies, making strides with everything from digital transformation to employee engagement to diversity and inclusion. And they have one thing in common: They are customer-obsessed. When customers are truly at the center of your business, change proceeds from one organizing principle: What’s best for them?

As AI develops better decision-making skills, leaders may feel threatened and push back, resisting the imperative to leave their biggest and most critical decisions to mechanical minds. And that might be a mistake, says psychologist Daniel Kahneman, given AI’s potential to reduce the bias in human thought processes.

What if, instead of perpetuating harmful biases, AI helped us overcome them? What if our systems were taught to ignore data about race, gender, sexual orientation, and other characteristics that aren’t relevant to the decisions at hand? They can do all that — with guidance from the human experts who create, train, and refine them.

Scholars have argued for years that high levels of diversification harm company performance and value creation. But multi-business companies can do quite well. Those that thrive tend to do three things: They limit the number of business models in their portfolio and support them with a cohesive operating model. They tailor the corporate parenting strategy to the needs of individual business units. And they allocate resources according to the role played by each business unit.

The popular perception of Twitter as a social media “echo chamber,” where people only receive and retweet opinions that match their own, does not reflect the data about users’ actual engagement. The average Twitter user propagates more mainstream content and follows a diverse group of users — and this has implications for social media marketing.

The process of recruiting members to a board is often mistaken for the actual onboarding. Much is at stake in terms of legal and fiduciary responsibilities, but relatively little attention is paid to creating the conditions within the board to extract the distinctive knowledge of its new members. Three strategies can help boards do a better job leveraging the unique expertise of each board member.

By featuring Colin Kaepernick in its latest “Just Do It” campaign, Nike has made a deliberate decision to increase the appeal of its brand among younger, liberal, and ethnically diverse consumers while risking not only a portion of its existing customer base, but also its overall reputation.

Adopting agile development practices helps organizations bring their products and services to market quickly and respond nimbly to market changes. In an increasingly global business landscape, taking the time to address cultural differences when implementing agile is crucial for project success.

Platform companies continue to surprise and challenge conventional approaches to creating value. The 2018 MIT Platform Strategy Summit brought together innovative leaders who are playing a major role in the changing digital economy. Learn from their experience with five major principles for creating new value with platforms.

Digital platforms that offer employees opportunities to connect in new ways are more likely to yield the types of cross-boundary communication that lead to productive collaboration.

Research indicates that the reason women aren’t making more rapid inroads on corporate boards is that few have reached the most influential board leadership positions. Although more women are on boards now than 10 years ago, very few have been promoted to a post that would give them influence beyond their seat at the table.

Artificial intelligence is beginning to replace many of the workplace roles that men dominate. The parts of those jobs that will have staying power are those that rely more heavily on emotional intelligence, abilities such as empathy, persuasion, and inspiration — skills in which women typically excel. In the AI economy, men won’t be as successful as women unless they embrace these differentiator skills.

Diversity in the workplace can increase conflict. But research also suggests that if teams lack diversity, they will be more susceptible to making flawed decisions.

“Bro” culture in business and the institutional sexism it can breed are hot topics these days. But could there be situations where there is an advantage to being a woman in a workplace full of bros — men who form tight, in-group ties? New research on gender and leadership in the workplace looked at the willingness of managers to accept advice and feedback from subordinates. The findings: In certain circumstances, managers are actually more responsive to suggestions from the opposite gender.

Companies today work with an incredibly diverse array of people. To thrive, these organizations need culturally neutral, globally coherent leadership standards. These standards should promote needed outcomes without prescribing behaviors, since some behaviors are outside of the cultural norms in some countries. Inevitably, significant advantage will accrue to companies that ready their people for truly global leadership.

By addressing the less-recognized causes of gender and racial pay inequality in the workplace, companies can attract a more diverse workforce and better leverage it in the quest to attain sustained competitive advantage.