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.
Using a case study of Hyundai in India in support, two professors show how multi-national corporations from developed countries can access a growing middle class in major emerging companies. The two key success factors: engaging in frugal innovation, based on frugal engineering, bricolage and modularity, and developing collaborative ecosystems.
In conversations with new people, most people underestimate how positive of an impression they are making A new study reveals the prevalence of this ‘liking gap’: the fact that most conversation partners like you more than you believe. This liking gap can have implications in the workplace, including the discouragement of collaborative ventures and an additional challenge for new employees.
Companies are increasing their efforts to combat data security breaches, a growing problem around the world according to a recent global survey of CFOs.
Faced with a new competitor with a new business model, incumbents can respond with different strategies based on sharing (co-deployment) or moving (re-deployment) their resources.
Managers tend to excuse and forgive ethical lapses by employees who are fatigued or depleted, a new study shows — although if the employees brought the fatigue on themselves (such as from watching a late night sporting event rather than working late), managers are less forgiving.
When looking to invest abroad, companies can leverage the diplomatic relationships between their country’s government and governments of potential host countries to connect with potential foreign partners. An international study based on foreign investment decisions by more than 500 Chinese companies examines the factors involved in leveraging such relationships.
Researchers use unimpressed market reaction to new product and new client announcements to highlight the insidious damage of CEO incentives to focus on the short-term.
New research using extensive hand-collected data confirms a gender gap in resource allocation (female division leaders receive less resources from their CEOs). This research also reveals the familial origins of gender bias in CEOs, and the negative economic impact of such bias.
A two-year research study reveals — for both those in power and their subordinates — the personal, political and social complexities involved in speaking truth to power.
Despite overwhelming evidence that ‘jerks’ in the workplace undermine the success of a team or organization, they continue to be hired. New research explains why: when one’s money is at stake, decision makers value competence over sociability — which is a long-term mistake.
Reshoring is the decision to return business activities to a firm’s domestic market. Analysing the impact of reshoring announcements on stock prices indicates that the benefits of reshoring outweigh the costs.
The author of this research, Maria Jose Parada, teaches on theCEMS Masters in Managementprogram at ESADE - and this Idea is part of our CEMS series.
Managing the family as well as the family business, maintaining dynamic portfolios of businesses, and ensuring continued family control of the organization are some of the factors for keeping family businesses entrepreneurial across generations.
For middle managers, behavioural integrity — the perception by subordinates that management behaviour matches their words — is a key factor for success. Unfortunately, organizations often undermine their middle managers’ behavioural integrity with contradictory policies and decisions — or policies, directives or decisions for which they never acquired middle management buy-in.
Prior experience impacts the speed with which multi-national enterprises re-enter foreign markets they previously exited — although as time passes, the environmental context of the market becomes more important.
When multinational companies re-enter a foreign market, the key strategic decision is choosing whether to change the operation mode (e.g. distribution partnership, joint ventures, fully owned operations) from their previous experience in the market. A new study finds that the motives of their original decision to exit the market has a great impact on whether they choose the same operation mode or escalate (e.g. from distribution to manufacturing) or de-escalate (e.g. from fully owned operations to joint ventures) their commitment.
While higher brand equity products will attract greater loyalty from their customers, new research reveals different ways to strengthen the relationship between equity and loyalty. Such efforts to strengthen the link are worthwhile since the relationship does not always hold true. One customer segment, the study shows, perceives a brand’s equity as high but is not loyal — and surprisingly another segment perceives a brand’s equity as low but still remains loyal.
While the power of collaboration and teamwork is well-documented, the potential dark side of collaboration — for example, the same people in an organization being over-burdened by requests from others because they’ve acquired a reputation as collaborators — is ignored. A team of researchers warn of the dangers of ‘collaborative overload.’
A team of researchers offers a framework to help organizations support creativity more effectively. Elements of this framework including balancing the usefulness and originality of creative ideas depending on the organization’s needs and choosing the best approach to creative ideas: 1) focusing on the sheer quantity of new ideas, 2) exploring the potential of a category, or 3) looking for creative ideas across categories.
A new study shows that adding gaming elements to the performance feedback process can increase employee effort, especially when extrinsic motivation is low and internal task motivation is high.
A recent study confirms that consumers’ desire for control over their lives can act as a psychological barrier to the acceptance of new or innovative products. However, framing a new product as increasing consumer control can eliminate this barrier.
Can leaders be too smart? A recent study offers a surprising answer: up to a certain point, the smarter you are, the more effective you are as a leader. But being too smart can actually reduce how effective you are perceived— in large part because you lose touch with your subordinates.
Is branded paid advertising worth the money? A 2015 study based on eBay traffic said no: prospects using brand name searches will find their way to the website, with or without paid ads to lead them. A new study, however, using a brand that is not one of the largest in the world, shows a different result: about half of the customers are lost.
The use of innovation intermediaries to find outside solutions and ideas or innovation partners is becoming more common. Choosing the right intermediary can depend on factors such as the type and complexity of problems or needs, whether the search for partners or solutions, and the extent of the envisioned collaboration among innovators.
In the case of major industry disruption, successful companies survive through a well-orchestrated series of strategic moves. New research shows that the sequence and timing of those moves can make the difference between failure and success.
While digital age marketing channels such as social media marketing and mobile marketing has captured the public’s attention, the view from the Chief Marketing Officer’s desk is more measured, according to a new survey of marketing leaders in the U.S. Social media marketing continues to grab more and more of the marketing budget, for example, but measuring its impact on the bottom line remains elusive.
