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An Indian Maharaja in a religious procession, about 1825-1830, (Courtesy: V&A Museum, London)

How Corporate Governance Impacts Human Resources

Idea posted: April 2016
  • CSR & Governance

Through the use of four archetypes, a team of researchers describes the impact of different corporate governance systems on company decisions involving human resources. The team also argues that a corporate sustainability mental frame can overcome the inherent contradictions and challenges in each archetype.

Idea #595
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David Garrick in the title role in Act V, Scene 3 of Shakespeare's Richard III, by William Hogarth, 1745 (Courtesy: Walker Art Gallery, Liverpool)

How Valuable is Integrity for Mid- and Top-Level Executives?

Idea posted: March 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Too many headlines in recent years have paid testament to the fact that leaders can be prone to ethical lapses. Perhaps this is why integrity is today, more than ever, considered to be a fundamental character strength for managers at all levels of an organization. In this Idea, however, integrity is shown to be relatively less important for middle-level executives compared to other character strengths, such as social intelligence.

Idea #352
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Cyberloafing: Lost Sleep and Lower Productivity

Idea posted: March 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
  • Marketing

The nature and increased use of the Internet has led to a new workplace threat to productivity — ‘cyberloafing’. In this Idea, the impact of lost and low-quality sleep on employee cyberloafing, as well as conscientiousness is examined. 

Idea #343
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William Mark Felt, Sr. (1913-2008), A.K.A. ‘Deep Throat’. Felt, a former associated director of the FBI supplied Washington Post reporters Woodward and Bernstein with enough insider information to take down President Nixon after the Watergate scandal. (Source: CBS News)

Blowing the Whistle on Unethical Conduct: It Takes a Village

Idea posted: August 2013
  • CSR & Governance
  • Finance
  • Leadership & Change
  • Learning & Behaviour
  • Operations

Employees who want to report wrongdoing must overcome two fears: the fear of retaliation and the fear of futility (the fear of risking the enmity of boss and co-workers for nothing, because nothing is done). New research on whistleblowers confirms that the boss sets the initial ethical tone for the organization or unit, but also demonstrates that co-workers play an important role in either supporting or discouraging whistleblowing. The research shows that the interaction of the two factors — boss attitude and co-workers attitude — impacts an employee’s fear of retaliation. If either the

Idea #193
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Principles of Competitive Global Talent Management

Idea posted: February 2013
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Companies must use talent management to build and sustain a talented workforce. Recruit, develop, deploy and retain the right people; these are the core aims of a successful global talent management strategy. Rather than follow untailored ‘best practices’ to do that, a company can subscribe to six outline principles that are consistent with the organization’s overall strategy and culture.

Idea #018
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