Organizational Behavior

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How Office Seating Arrangements Can Boost the Bottom Line

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Investopedia CEO David Siegel doesn’t micromanage — except when it comes to employee seating arrangements. He personally recommends where each new employee should sit with an eye toward improving collaboration between departments. And his entire executive team sits together — no offices, cubicles, or preferential seating. He argues that this approach to team building and breaking down silos has been critical to his company’s success.

Seizing Opportunity in Data Quality

Bad data is the norm. Every day, businesses send packages to customers, managers decide which candidate to hire, and executives make long-term plans based on data provided by others. When that data is incomplete, poorly defined, or wrong, there are immediate consequences: angry customers, wasted time, and added difficulties in the execution of strategy. Getting in front on data quality is crucial, and presents a terrific opportunity to improve business performance.

Putting an End to Leaders’ Self-Serving Behavior

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  • Read Time: 5 min 

Business leaders are often selfish. They honestly think they are entitled to more resources than anyone else, and that they have earned the right to take more. Their self-serving behavior is usually enabled by their organizations. But three strategies can help: Organizations can choose leaders who tilt away from self-serving frameworks; create systems that reinforce fairer evaluations; and recognize the added complexities that arise on the global stage.

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Six Reasons Why Companies Should Start Sharing Their Long-Term Thinking With Investors

Most CEOs have detailed long-term plans, which are often closely held secrets out of concern that competitive advantage may be undermined by detailed disclosure. Yet disclosing a long-term plan provides an opportunity to identify financially material sustainability issues and demonstrate how the company manages business-critical issues — information that’s valuable to investors.

Who’s Building the Infrastructure for Lifelong Learning?

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  • Read Time: 7 min 

Current trends in both human longevity and technological innovation raise the possibility of people living until 100 and working until they are 80. It’s clear that much will have to change — both in how people understand and anticipate the evolving nature of work, and how they then respond. Providing access to lifelong learning demands a complex system involving stakeholders in education, government, and the corporate world.

Why Your Company Needs More Collaboration

What distinguishes companies that have built advanced digital capabilities? The ability to collaborate. Research finds that a focus on collaboration — both with and without technology, both within organizations and with external partners and stakeholders — is central to how digitally advanced companies create business value and establish competitive advantage over less advanced rivals.

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The 2017 Richard Beckhard Memorial Prize

The editors of MIT Sloan Management Review are pleased to announce that the winner of this year’s Richard Beckhard Memorial Prize, awarded annually to the most outstanding MIT SMR article on planned change and organizational development, is Emilio J. Castilla’s article “Achieving Meritocracy in the Workplace.”

The Upside of Being a Woman Among ‘Bros’

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  • Read Time: 5 min 

“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.

Inspiring Employee Creativity

Digital technologies are making work increasingly thought-driven, not muscle-powered. In this environment, planning and execution are merely table stakes for leadership. Real leaders must inspire and reward employee ingenuity, and must be bold enough to move creativity from the organization’s periphery to its center. To do that, leaders need to adopt five personal behavior changes, including resisting the temptation to tell people what to do and embracing distributed leadership.

How to Catalyze Innovation in Your Organization

The authors’ research suggests that, rather than leaving the development of innovation to serendipity, executives should create collaborative contexts where innovation is likely to emerge from unpredictable pockets of creativity within an organization. By understanding and tapping the power of employee networks, executives can stimulate the creation of these kinds of collaborative environments.

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The Silicon Valley Caravan: What Sets the Tech Upstarts Apart?

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  • Read Time: 5 min 

For tech giants and startups alike, Silicon Valley success is grounded in core business values and processes rather than technological know-how — with a unique twist. Tech businesses have made a commitment to flexibility that allows them to reshape their business models to the needs of an ever-changing digital environment, which gives them an advantage over less-adaptable traditional companies.

The Missing Piece in Employee Development

In recent years, organizations have begun to prioritize processes for improving future performance over evaluating employees’ past efforts. Yearly development objectives and annual reviews are being replaced by real-time feedback delivered directly by line managers. Although this shift holds much promise, it risks bumping up against some hard realities — namely, the ability of line managers to help employees develop. In reality, many managers aren’t confident they can change employee behavior.

The Question Every Executive Should Ask

Gone are the days of centralized control of information and decision-making within organizations. With information now widely distributed among employees, Kaiser Permanente CEO Bernard J. Tyson says today’s executives face a critical question: “How do I charge up the organization so that we’re maximizing the intellects of all of our people?”

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