Organizational Behavior

Employers can better retain workers experiencing long COVID and other chronic illnesses by creating supportive policies.

Data-driven leaders are using machine learning to surface new KPIs and better align behaviors with strategic objectives.

Rehiring a former employee can benefit an employer if the right expectations are put in place.

Incivility isn’t just about the office jerk. It’s also about dysfunctional employee relationships.

No-meeting days allow for efficient collaboration while preventing focused, heads-down work from being disrupted.

Data analysis reveals the top reasons behind the Great Resignation and actions managers can take to reduce attrition.

Policies for unlimited or mandatory time off that aim to combat burnout and boost employee retention can backfire.

Work assignments can be powerful tools to propel employees’ growth when assessed and used deliberately.

MIT SMR’s expert contributors weigh in on the skills and strategies managers should embrace in the year ahead.

The year’s top articles offer insights on driving cultural change, combating burnout and fatigue, and managing teams.

Forces that have been in play since before the pandemic began can help explain today’s turbulence in the workforce.

Several principles can be applied to create reciprocal loyalty and benefits between organizations and gig workers.

Leaders can take steps to shift their product development teams toward a mindset of designing for cybersecurity.

The practices of astronauts offer a model for successfully adapting to remote and hybrid work.

Reimagining dense office spaces, evolving brand relationships, and accelerating ideation with prototyping tools.

Many businesses are unaware that they’ve been creating an exodus from the office by limiting individual workspaces.

Jobs in the post-pandemic era, the effects of relaxed hybrid rules, and the real causes of the supply chain crisis.

The post-pandemic era requires a leadership mindset change about jobs and managerial expectations.

Fostering tech-mediated collaboration, dignity in employee data use, and in-house social intrapreneurship.

Virtual, tech-mediated collaboration carries risks of isolation, exclusion, surveillance, and self-censorship.