An experimental study of the decision-making process in cross-functional teams reveals the impact of leadership, or lack thereof, on the quality of the teams’ decisions and the satisfaction of team members with those decisions.
Management controls can be used to overcome the challenge of aligning conflicting corporate strategies with functional tasks, such as new product development.
The best entrepreneurship education and training (EET) programs for women, especially in developing countries, focus not only on the program goals and its contents or curriculum but also on often-overlooked human factors — e.g. the intentions of the participants — and the contextual environment in which the entrepreneurs will be working.
Women mentors and mentees both benefit from their involvement in mentoring programs, acquiring a range of cognitive, skill-based, and affective-related learning — and to a lesser extent social networking skills.
Five practices for cross-functional teams, using a visual or conceptual illustration as a starting point for dialogue and solution-seeking, help team members share knowledge without emphasizing their differences.
A new study based on male teacher reactions to female principals — based on 40 years of data — sheds light on continued biases against female leaders in all industries and sectors.
Executives often flounder, unable to execute a strategic vision and lead their people as they battle other executives over conflicting goals and priorities. Manfred F.R. Kets de Vries shows how group coaching instills a team culture among executives that breaks the deadlock, creates alignment, and helps them fulfill their roles as leaders.
Although a health care organization improved its services significantly, and its reputation as a result, key stakeholders continued to mistrust the organization. A research study based on in-depth interviews revealed the disconnect between transactional-driven reputation and relational-driven trust.
Within limits, constraints on innovation have a surprising effect: they increase the likelihood of success. This positive impact disappears when constraints are excessive.
International expansion can be a fast-track path to lower profits as many companies ignore the complexity of operating in foreign markets. A step-by-step approach — expanding to new markets with operational complexity similar to the company’s current markets before attacking markets that are significantly more complex — is more likely to be successful.
Success was never permanent, but never more so than today. A new study quantifies just how quickly high-flying companies fall back into the pack, with some plunging to the depths of their industry sector in record time. However, with the right mind-set and strategic approaches, the competitive advantage of some companies persists.
Shareholder complaints reduce firm value. A study shows how firms successfully combat this effect by increasing their advertising. However, turning to advertising should not be the first step in response to what might be legitimate shareholder concerns.
A new study offers insights for detecting, preventing and mitigating online firestorms that result from negative word-of-mouth posts going viral in an online brand community.
Recycling public service campaigns aimed at consumers — whether launched by governmental and non-profit organizations or companies — will be more effective if they show the new products that can be made from recycled products, rather than simply calling for more recycling.
A research study based on more than 120 interviews with chief innovation officers on three continents reveal some of the strategies that increase speed and reduce costs of corporate venturing projects.
Although a health care organization improved its services significantly, and its reputation as a result, key stakeholders continued to mistrust the organization. A research study based on in-depth interviews revealed the disconnect between transactional-driven reputation and relational-driven trust.
Narcissistic tendencies in leaders can be productive as well as non-productive. A new study shows that non-productive narcissistic tendencies have an impact on turnover intention and job satisfaction, although this impact can vary depending on gender and position in the company.
More employers are discovering the benefits of the four-day working week, including increased productivity and employee satisfaction. Many employers, however, continue to express concern over the difficulty in implementing and managing the four-day working week, as well as its impact on customers.
Diversity will fail to yield higher performance if leaders don’t take steps to disarm negative perceptions of diversity as an initiative that destroys unity and cohesion, rather than contributing important new perspectives and insight.
Many organizations ignore the collaborative demands of agility and are then surprised when agile teams fail to produce the expected results. Four collaborative practices based on organizational network analysis takes full advantage of social networks to enhance the success of agile initiatives.
Inspiring the human desire to help others, customer contact sparks the collective energy of employees, leading to better company performance. Transformational leadership is vital, however, to capture the benefits of customer contact.
New research based on an exceptional database of unfaithful individuals reveal that people who are unfaithful to their spouses are more likely to engage in professional misbehaviour, supporting the contention that personal and professional misconduct are linked.
Government contracts are big business. A new study shows how corporate social responsibilities activities can help a company beat out its competitors for lucrative contracts with most government agencies — defence-related agencies excepted.
CEOs and CFOs with a high promotion focus, who are afraid to miss opportunities and willing to experiment, are more likely to lead a company to growth than low promotion-focused CEOs and CFOs, who are more aware of potential risks. The best strategic decisions, however, seem to come when the two executives have clashing levels of promotion focus.
A new study shows that the more pressure consumers, shareholders, regulators and other stakeholders apply to companies to reduce greenhouse gas emissions, the more companies integrate environmental considerations into their strategic planning, which leads to significant, positive results.
A study of Facebook user response to more than 100,000 Facebook posts by companies and organizations reveal that in social media marketing, emotions engage customers, product information increases leads, and adding to the tsunami of holiday messages has no impact whatsoever.
While for B2C companies, using social media to acquire and exchange knowledge with customers and internally is all the rage, new research reveals that many B2B companies fail to see the potential of social media – and even when some managers see the potential, the company fails to provide support for social media initiatives.
