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Photo by Mitchell Ng Lang on Unsplash

Older Workers Are Only Asking for a Little Flexibility

Idea posted: May 2019
  • CSR & Governance
  • Learning & Behaviour

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.

Idea #739
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New York from Liberty State Park, NJ, by DNK Photography, 2016 (Source: Wikimedia Commons)

CSR Benefits to Society from Private Companies Are Greater than from Public Companies

Idea posted: August 2017
  • CSR & Governance

Does Corporate Social Responsibility (CSR) benefit society? A new study based on exhaustive data reveals that while private company CSR commitments do benefit society, public company do not perform as well. 

Idea #666
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Sustainability-driven Hybrid Companies Challenge Business Dogma

Idea posted: April 2017
  • CSR & Governance

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.

Idea #650
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Ways to Encourage Employees to Help Each Other

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

A cooperative culture featuring generous employees helping each other is a key success factor for innovative and effective organizations. The two mechanisms for such generosity is the pay-it-forward approach, where someone who has been helped helps another person, and reputation rewarding, in which employees with a reputation for helping others are rewarded with help when they need it. New research from the University of Michigan’s Ross School of Business shows that both mechanisms are effective, but paying it forward will have a longer lasting impact on the organization

Idea #435
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Projected thickness of Arctic Ice over 100 year timespan (Source: Wikimedia Commons)

Strategies Companies Are Using to Mitigate and Adapt to Climate Change

Idea posted: June 2014
  • Strategy
  • CSR & Governance
  • Operations

Climate change is real and major companies are already developing and implementing detailed strategies to reduce their impact on the environment, reduce their vulnerability to the extreme weather caused by climate change, and anticipate or even lead climate change-related market developments, including significant public policy changes now on the horizon.

Idea #406
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Why Women, Particularly Mothers, Miss Out on Mentors and Networking

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

Mentorship can overcome the barriers to leadership positions for women. Even with mentors, however, women, especially those with children, face continued resistance in personal development, included limited access to the networking opportunities so vital to a leadership career.

Idea #376
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Can a Leader Be Too Ethical?

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

Ethical leadership reduces the risks of antisocial and selfish employee behaviour and encourages the kind of ‘pro-social’ behaviours that create value and promote the collective interest. There could, however, be a point at which it is counterproductive. Recent research suggests that leaders demonstrating particularly high ethical standards can weaken the psychological contract with employees through perceived ‘moral reproach’.

Idea #377
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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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ENRON's Kenneth Lay CEO and Jeffery Skilling CFO, The Houston Chronicle

CEO Connectedness Can Facilitate Fraud

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

CEOs have not only explicit legal authority but also substantial ‘soft’ influence (based on relationships, for example) over what happens in the company. This influence extends to wrongdoing, as revealed in new research by University of Michigan Ross School of Business finance professor E. Han Kim and University of Michigan Law School professor Vikramaditya Khanna. According to Kim and Khanna, CEOs who appoint their top lieutenants (thus increasing their soft influence) are more likely to commit fraud. Their research also shows that fraud is less likely to be discovered when CEOs are ‘

Idea #128
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