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.
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.
Project leadership and project management do not require the same skills, competencies and behaviours. Likewise, the success factors for project leadership are not the same as the success factors for general leadership. A new study identifies the unique skills, knowledge, behaviours and values at the heart of superior project leadership.
The largest survey ever conducted of management practices in U.S. firms confirms that structured performance-oriented management practices and techniques are vital to corporate performance — and that the extent to which firms integrate these management practices and techniques varies widely.
A new study reveals that customer referral programs can sometimes backfire: customers are less likely to recommend innovative products when they are rewarded for finding new customers. The study explores the reasons for this surprising negative impact.
A study of consumers in 10 countries supports the view that gender differences in shopping styles have evolutionary, not socio–cultural, roots. At the same time, the study’s authors argue that national culture characteristics can increase the effect of evolution–driven consumer behaviours. The implication for international marketers is to segment customers based on hard–wired evolutionary traits and national cultural influences.
Companies must be ambidextrous: they must focus on winning the present while at the same time laying the foundation to win the future. The challenge is that emphasizing one priority can undermine the second. A recent study offers some guidelines for overcoming the challenge of ambidexterity by examining key factors – sometimes complementary, sometime conflicting – that enable companies to focus on the present and the future.
Companies typically have either generally tight or generally loose cultures. Mergers in which a mix of these two types of cultures must come together may fail if they don’t negotiate their cultures.
The biannual Duke Fuqua CMO survey highlights growth strategies that are inward-focused, as well as incorporating the strengthening of marketing capabilities, a significant increase in strategic channel partnerships, continued growth in social media spending, and the continuing emergence of AI.
Addressing perceived workplace danger from robots through immersive virtual environments helps employees overcome their fears and collaborate effectively with robots in the workplace.
The inspiring phrase of “doing well by doing good” oversimplifies the connection between corporate social responsibility and corporate financial performance, according to new research that uncover the conditions that can weaken and even destroy the path from CSR to CFP.
Statistics consistently show older workers retiring rather than taking on part or full-time post-career jobs. A new study reveals that older workers want to continue working at least part-time and are willing to make wage concessions to do so; employers, however, are not offering acceptable work arrangements that make working after retirement desirable.
