Employee Networks

The winter 2022 issue of MIT SMR provides a collection of articles to help leaders overcome the obstacles that can get in the way of innovation.

Driving culture change with organizational network analysis, responding strategically to cyberattacks, and building human rights strategies.

Use network analysis to identify barriers to cultural change and spread new organizational values in targeted ways.

Leaders can help employees build the social connections that weakened during the pandemic by addressing three key areas.

Nudges for less-biased hiring, networking to drive inclusion, and defusing opposition to racial equity initiatives.

Early analysis suggests that three networking behaviors can drive inclusion in organizations.

Before leaders can mitigate the consequences of poor collaboration, they must pinpoint the causes.

In this webinar, Jennifer Howard-Grenville shares research on organizational culture and remote working.

Decision-making networks perform better when they’re dynamic and respond quickly to feedback.

Virtual work arrangements can erode relationships. Here’s what can go wrong and how to bolster connections.

Leadership behaviors that build trust, purpose, and energy bolster collaboration and engagement.

Through analytics, companies can reduce the costs of collaboration — and reap its rewards.

There are four distinct types of chief digital officers who successfully lead digital transition.

Mentoring groups elevate certain leaders and help organizations learn continuously, according to Everwise Corp.’s president, Colin Schiller.

With digital skills in short supply, companies must rethink the ways they engage with key talent.

Executives can foster innovation by understanding and tapping the power of employee networks.

If managed well, internal crowdsourcing initiatives can open up a rich source of innovation.

HR analytics is the next big change in human resources management.

Email archive data presents patterns that managers can use to improve organizational performance.

An experiment in social networks shows that key knowledge can be transferred without employees realizing it.