Flat information structures — in which information is not separated out into categories — is more conducive to creativity because they encourage combining information from different categories.
Companies can form a ‘first impression’ of a customer based on the information collected during a customer’s first transaction with a company. This first impression data can help companies predict how often new customers will purchase in the future and how much money they will spend on each transaction. It can also help companies target their marketing campaigns more effectively.
The corporate world has embraced sustainability, but without challenging the basic rules of competition and economic success. Hybrid companies that blur the lines between business and societal/environmental missions prove that these rules can, and should, be challenged.
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The first phase of a major project on sustainable manufacturing, a food-and-drink industry giant and a UK university sponsored a roundtable discussion on sustainable manufacturing by 24 manufacturing experts from industry, government and academia. The roundtable yielded six major themes — People, Big Data, Technology, Collaboration, Value and Resilience — that describe the key areas on which manufacturers must focus to build a sustainable future.
A collaborative research project on sustainable manufacturing between a food and drink giant and a university uncovers five pathways to sustainable manufacturing in 2050 that leverage technology and collaboration to build environmentally conscious supply chains that support — and involve — society.
Recognizing the limits of positional power, the best leaders master the four branches of emotional intelligence — perceiving, using, understanding and managing emotions — to inspire and engage their followers.
People are more open to messages that fit their motivational impulses, such as the tendency to avoid risk or the desire to achieve stretch goals. New research reveals that this rule of thumb does not apply to times of crises, when, no matter your usual motivational tendencies, positive goal-oriented messages prevail.
Three generations of young professionals and emerging workers — Gen X reaching the higher levels, Gen Y bringing their focus on purpose and cause, and Gen Z just breaking in — create both challenges and opportunities for the 21st century workplace.
Job satisfaction of frontline employees is often influenced by their relationship with their managers. New research, however, reveals that frontline employee job satisfaction can also depend on how well their managers work with their own bosses. This ‘trickle-down’ effect of relationships is especially potent with women middle managers.
New survey research lays the framework for a new Stewardship Climate Scale that, in one of its first applications, reveals that stewardship is more likely (and more potent) in family firms than in non-family firms.
A survey of more than 1300 executives confirms that for most leaders, corporate culture is one of the top five contributors to a firm’s value — and that current CEOs are most responsible for establishing an effective culture.
Surprisingly, retail rejection (customers greeted with unfriendly sales staff in luxury stores, for example) can increase brand image in the eyes of ‘rejected’ consumers, thus increasing sales in the short term. In the long term, however, consumers will resent the rejection, and the brand pays the price.
Formal succession plans ensure more careful and efficient CEO turnover decisions, and reduce the economic and organizational disruptions that can undermine a company in the wake of a CEO’s departure.
Media multitasking hurts productivity, but it is also a self-reinforcing habit that makes people feel better: students find studying with the TV on more fun and emotionally satisfying, for example. These habitual and emotional gratifications explain why media multitasking is an ongoing problem making its way into the workplace.
Does variety in activities make us happy? New research shows that time makes the difference. Variety is welcomed over the course of a day or for longer periods, when we’re trying to stay stimulated; however, it’s unwelcomed within short periods such as an hour, when multiple activities feel unproductive.
Ethical purchases (buying organic food, for example) are not always seen as moral purchases, especially if the buyers are on government assistance. How dare they pay for expensive organic food, for example, instead of the better-priced non-organic food? After all, it’s not their money. New research reveals that society views being frugal as more moral than trying to save the world.
A new study reveals that the people who multi-task the most are the people who are less skilled at multi-tasking. The problem is that the reasons people multi-task (for example, they are easily bored and easily distracted) are the very reasons multi-tasking doesn’t work well (easily bored and distracted, they can’t stay focused on the two tasks they are trying to do simultaneously).
New research describes how the most effective collaborative behaviour (i.e. the type of technology partner firms you decide to pursue) can depend on whether your industry emphasizes R&D and innovation — or whether it is more technologically stable.
A new study debunks two claims — that women are afraid to ask for raises and that this reticence is based on a fear of disrupting workplace relationships — which have been used to blame women, in part, for the gender disparity in pay. Women do ask for raises, but are more likely to be refused than men.
