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?

In the wake of the #MeToo and #TimesUp social movements — not to mention the continuing wave of resignations amid misconduct allegations — sexual harassment policies must be on your board’s agenda. This is true regardless of whether the organization is public, private, or nonprofit. For the sake of all its stakeholders, employees, and customers, directors need to do the right thing — and do it now.

Companies with rigorous compliance programs hope such programs will curtail employee wrongdoing. But to prevent employee misconduct, companies also need to understand how employees reach unethical decisions — and what affects their decision-making processes.

“Getting performance management right is an old challenge,” according to Nik Kinley and Shlomo Ben-Hur, authors of the article “The Missing Piece in Employee Development.” The key element isn’t measuring performance but the interactions and conversations that individuals have with their managers.

When employees are not fans or supporters of the company’s products on social media, it sends an ambiguous message and could deprive the company of potential supporters. Employers can counter this by encouraging their “digital native” employees to become brand ambassadors for the company.

As digital technologies evolve, managers and employees will need to learn three important skills: partnering with new digital “colleagues,” creating a mindful relationship with omnipresent digital technologies, and developing empathy for the varying technology preferences of their human coworkers. Organizations, for their part, will need to design processes to support these efforts, and managers will need to be both flexible and thoughtful in how they respond.

This year’s winning article is “Accelerating Projects by Encouraging Help,” by Fabian J. Sting, Christoph H. Loch, and Dirk Stempfhuber. The authors examine project planning and execution challenges and describe a case study of a company that designed a help process to encourage workers to seek and provide mutual assistance. The Beckhard Prize is awarded annually to the authors of the most outstanding MIT SMR article on planned change and organizational development.

At any given time, are you trying to juggle lots of projects at work? If so, you could be decreasing your output, recent research suggests.

Sexual harassment — and how to deal with it — is well understood by most companies. But now new dangers are being recognized in the ways an office romance affects the people around it. “Hostile work environment” claims, and their financial costs, are just the start.

When it comes to knowledge sharing among R&D employees, professional reputations matter — but the chances of successfully garnering information from a colleague increase if the information is important.

Subordinates sometimes make it extremely difficult for their bosses to be good leaders. Executives who fail to understand the forces at play may find their careers in jeopardy.

The difference between effective and ineffective change makers is that the effective ones don’t rely on a single source of influence. They marshal several sources at once to get superior results.

“If there are human operators in the system, they are most likely to be blamed for an accident,” writes MIT professor Nancy Leveson. She thinks traditional thinking about the causes of industrial accidents is limiting, in that the model used is that of chains of events leading back to the cause or the accident. A better model for today’s complex, automated systems: thinking of reasons why accidents occur rather than specific causes.

Recent developments in social identity theory help explain how social identity conflict manifests itself in and affects the workplace.

Commanding laggards to “copy exactly” the best practices of performance leaders isn’t always the ideal solution. A balance between uniformity and discretion is optimal.

Thus far, researchers and managers alike have a very limited understanding of what makes knowledge workers tick. But by manipulating two key leverage points, companies can begin to shift the balance from art toward science.

When members of a top team share an optimistic outlook on life, the company’s bottom line is also likely to be positive.