Diversity

An excerpt from Daisy Auger-Domínguez’s new book Inclusion Revolution offers strategies for building diversity in the organization.

Trailblazers have the power to lead change. Organizations should embrace and amplify these anomalous employees.

This issue of MIT SMR looks at corporate values and purpose, risk management, and the role of the CFO in acquisitions.

A new model for developing diversity, equity, and inclusion in the organization can increase employee satisfaction.

New research examines the challenges of leading and coordinating workforces that increasingly rely on external contributors.

When leaders recognize the perspectives of overlooked populations, it opens up opportunities for innovation and change.

To build diverse and inclusive business ecosystems, companies must move beyond performative allyship.

Stephanie Creary discusses the practices that underlie positive workplace diversity, equity, and inclusion outcomes.

Workers’ creativity will provide job security — even as robots take on parts of their roles.

Day Two of MIT SMR’s Work/22 symposium included discussions of workplace culture, good jobs, and employee development.

Day One of MIT SMR’s Work/22 symposium included discussions of employee activism, DEI best practices, and collaboration.

MIT SMR‘s winter 2022 issue looks at innovation processes in product development and how networks affect culture and diversity.

Business-led coalitions for local prosperity are a growing phenomenon capturing the attention of CEOs.

Organizational network analysis reveals more effective ways to be more inclusive of employees from marginalized groups.

People can take meaningful steps to become more effective allies for members of marginalized groups at work.

Kay Firth-Butterfield (the World Economic Forum), Ya Xu (LinkedIn), and Charlotte Degot (BCG GAMMA) join MIT SMR senior project editor Allison Ryder for a discussion on innovating with artificial intelligence.

In artificial intelligence, race and gender too often generate a bias double whammy.

Female executives can command bigger pay increases than men by switching jobs.

The pandemic has upended business. Let’s consider how managers should respond.

Evaluators can be nudged to make less biased decisions in hiring and other contexts.