Virtual, tech-mediated collaboration carries risks of isolation, exclusion, surveillance, and self-censorship.
Lebene Soga, Yemisi Bolade-Ogunfodun, and Ben Laker
The specific cultural factors that predict whether employees are happy (and will stay) aren’t what you might think.
Donald Sull and Charles Sull
Businesses that don’t understand the connection between business transformation and culture change risk obsolescence.
Rose Hollister, Kathryn Tecosky, Michael Watkins, and Cindy Wolpert
When managing a merger, pay attention to political disparities.
Dawn Chow, Christodoulos Louca, Andreas Petrou, and Andreas Procopiou
Mapping employees’ working relationships can help guide leaders’ decisions about post-pandemic work models.
Rob Cross and Peter Gray
The Special Report in MIT SMR‘s Summer 2021 issue looks at how businesses can support a more inclusive workplace culture. Also in this issue: ways to communicate — and disagree — using candor and logic, business’s role in national emergencies, how volunteering helps workers’ skills, and changing the rules to suit turbulent times.
MIT Sloan Management Review
Evaluators can be nudged to make less biased decisions in hiring and other contexts.
Sean Fath, Richard P. Larrick, Jack B. Soll, and Susan Zhu
Early analysis suggests that three networking behaviors can drive inclusion in organizations.
Rob Cross, Kevin Oakes, and Connor Cross
Companies have a unique opportunity to rebuild employees’ social connections when they return to in-person work.
Jeffrey Sanchez-Burks and Maxim Sytch
A dedicated team can help maximize the utility — and competitive advantage — of automation systems.