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.
In considering Atlanta for its second headquarters, Amazon raised an issue that could impact other companies considering new locations: would socially liberal Amazon influence its community, or would the company itself be changed by its new conservative surroundings?
While competition between individuals is a fact of life in the world of business — people vying for that newly opened promotion, for example — a recent study explores the conditions that can turn healthy competition into dangerous conflict.
A new study confirms that authentic leadership inspires creativity, organizational citizenship and individual performance. The study also explores how creativity and organizational citizenship explains the impact of authentic leadership on individual performance.
A recent study exploring the world of work in 2028 based on today’s trends reveals the growing power of small vs. big, the vital importance of truly allowing mistakes (and not just talking about it) and the tension in communication strategies between the connection of face-to-face vs. the convenience of digital meetings.
Nice guys do finish last, according to a series of studies that show agreeable men earn significantly less and have less opportunity for advancement than disagreeable men. Agreeable women aren’t faced with the same backlash, supporting the assumption that agreeable men are being punished for not living up to their stereotypical gender roles.
A new study shows that while innovators benefit from all collaborations, collaborations with creative stars are more likely to lead to breakthrough innovations — and enable the innovator to emerge as a creative star in his or her own right.
An adaptive company uses a dynamic collaborative learning system to merge the ‘fast’ experience and insights from front-line operational managers with the ‘slow’ analytical reasoning of corporate strategists to chart the company’s best path to future success.
As leaders and organizations strive to increase engagement, new research shows different nuances to disengagement that undermine the engagement effort. Some teams are pseudo-engaged, with individuals behaving as if they’re engaged but only interested in their own welfare. Others are contented rather than being disgruntled, deciding they want to do the minimum and no more.
While high emotional intelligence helps people succeed in emotional labour jobs (where managing one’s emotions and the emotions of others is key), a variety of EI competencies are particularly important for customer service personnel.
Leadership humility is contagious, resulting in a collective humility that focuses the leader’s group or organization around achieving high team performance.
While men are more prejudiced than women against women leaders, a new study demonstrates that when surveyed, women are less likely than men to admit their prejudice.
Avoiding a toxic worker enhances performance and costs less than replacing an average worker with a superstar — even if the superstar performs in the top 1% of employees.
A five-year in-depth evaluation of a new measuring tool for emotional intelligence (EI) called the Emotional Capital Report (ECR) proves the validity of the tool for measuring the emotional and social components of EI, while revealing some interesting nuances.
Can a Goliath company or business entity collaborate on equal terms with a network of Davids? A new case study shows that enforcing network rules might make such a collaboration an insurmountable management challenge.
People have different ‘selves’: the same person might be a politician, a grandparent, an avid golfer, and an aspiring novelist, for example. New research shows that if you believe that how you act in one self reflects who you are in all your selves — for example, being a ruthless politician makes you a ruthless person as a whole — you are less likely to commit immoral acts. This research offers new evidence that encouraging employees to bring their personal selves to work encourages moral behaviours and ethical decisions in the workplace.
Taking advantage of the suddenly reduced threat of hostile takeovers of Delaware-incorporated companies, two researchers demonstrate the significant reduction of innovation efforts when competitive pressure is eased. In short, less competition leads to less innovation.
A review of the different types of traditional loyalty programs, the challenges associated with those programs, and the potential benefits of blockchain-driven programs reveals the benefit of adapting blockchain technology to loyalty programs.
