Search results

Sort by: Relevancy | sort ascendingDate | Title | Rating

 
The Money Changer and His Wife, Marinus Claesz van Reymerswaele, 1539 (Courtesy: Prado Museum, Madrid)

Women Do Ask For Raises — But Don’t Get Them

Idea posted: October 2016
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
  • Operations

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. 

Idea #628
Read Idea
 
Bill Gates, Micosoft CEO, at IT Forum 2004 in Copenhagen (Source: Wikimedia Commons)

How CEO Personality Impacts on Firm Performance

Idea posted: October 2016
  • CSR & Governance
  • Leadership & Change

Different personality traits, such as openness to change, conscientiousness and extraversion, are associated with different approaches to investment decisions and differences in firm performance, according to a new study using linguistic metrics for personality.

Idea #632
Read Idea
 

Aligning Your Organization for the Digital Future

Idea posted: October 2016
  • Strategy
  • Leadership & Change

A global survey of executive and managers reveals that many companies are ill prepared for the disruption that digital trends will bring to their organizations and industries. A minority of ‘digitally matured’ companies, however, are making the required cultural, talent management and strategic changes.

Idea #633
Read Idea
 
Recensio staff group portrait, Frank R. Snyder (Source: Wikimedia Commons) 

Learning Power: Learners Must Take Control

Idea posted: October 2016
  • Learning & Behaviour

A new model of learning power, based on 15 years of data, emphasizes the responsibility that individuals must take for their own learning. The new model unveils the complex relationships among the learning power dimensions, from mindful agency (self-determination and initiative) to openness to learning to relationship dimensions such as collaboration and belonging. 

Idea #634
Read Idea
 
Water polo at the 2012 Summer Olympics (Source: Wikimedia Commons)

Innovation and the Pros and Cons of Close Personal Relationships

Idea posted: September 2016
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour

Not all dimensions of social capital have a clear positive influence on organizational exploration activities. A new study shows that the acquisition of new knowledge, ideas and insight can be both helped and hindered when members of a team have close, trusting relationships.

Idea #621
Read Idea
 

Vertical Leadership Development Explained

Idea posted: September 2016
  • Leadership & Change
  • Learning & Behaviour

Most leadership development is focused on adding new tools and competencies, what might be called ‘horizontal development.’ However, ‘vertical development’ — developing, updating or changing a leader’s mindset and mental models — is equally important. Vertical leadership development is contingent on three conditions: ‘heat experiences’, ‘colliding perspectives’, ‘elevated sensemaking’.

Idea #623
Read Idea
 
A king (Louis XVI), a clerk and a blade (a guillotine): Nostradamus predicts the French revolution. Illustration in Vaticinia Nostradami,1629.

4 Nextsensing Skills to See What the Future Holds

Idea posted: September 2016
  • Innovation & Entrepreneurship
  • Leadership & Change
Institutions: IE Business School

Asking, “What’s Next?” has always led humans throughout history to create a better future. But answering, “What’s Next?” is not an easy task in today’s ambiguous and complex world. Four ‘nextsensing’ leadership skills are required to lead in the 21st century. 

Idea #624
Read Idea
 
Painting at protest against the passing of Proposition 8, West Hollywood, 2008 (Source: Wikimedia Commons)

Diversity and Inclusion: Key Success Factors for Today’s Companies

Idea posted: September 2016
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Recognizing the competitive advantage of a diverse workforce in an increasingly diverse marketplace, companies are making an effort to include diversity and inclusion elements in their leadership development programs. 

Idea #625
Read Idea
 
The Sleeping Shepherd, Aubry-Lecomte (1787-1858) after a painting by Raymond Monvoisin (Courtesy: Bibliothèque nationale de France)

Why Sleep Matters

Idea posted: September 2016
  • Learning & Behaviour

Sleep deprivation is impacting the professional performance, health, and social and emotional well-being of workers of all ages. Companies must take the issue of poor sleep seriously, rejecting cultures that encourage late night working hours and conveying to their employees the personal and organizational benefits of quality sleep.

Idea #622
Read Idea
 
Grand Parade (mosaic) Fernand Léger, 1958, National Gallery of Victoria

Meritocracy at Work: Well-Intention Systems Can Cause the Reverse

Idea posted: August 2016
  • Leadership & Change
  • Learning & Behaviour

If managers believe, because of formal performance evaluation and compensation systems, that their organization is meritocratic, they are ironically more likely to engage in less meritocratic behaviour. Researcher Emilio J. Castilla of MIT’s Sloan School of management calls this “the paradox of meritocracy.”

Idea #620
Read Idea
 
Pedestrians in Toronto, 2013 (Source: Wikimedia Commons)

Serving a Few Major Customers Vs Many Diverse Customers

Idea posted: August 2016
  • Operations

Contrary to the accepted wisdom, manufacturers with a small number of major customers benefit from collaborative practices that lead to less demand uncertainty and greater inventory efficiencies. Manufacturers with a large number of disparate customers are the ones who must keep higher inventory level for longer periods of time, resulting in more inventory write-downs and reversals.

Idea #619
Read Idea
 
Hands with flowers

Collaborate with Suppliers to Ensure Green Practices in the Supply Chain

Idea posted: August 2016
  • CSR & Governance
  • Operations

A new study shows that collaborating with suppliers, rather than just monitoring them, is more effective in ensuring that they are engaging in green and sustainable practices. Internal non-coercive drivers (for example, pressure from top management rather than government regulators) encourage buyer/supplier collaboration. 

Idea #617
Read Idea
 
Toyota factory in Ohira, near Sendai, Miyagi Prefecture, Japan

Lean Manufacturing More Effective in Collectivist Cultures

Idea posted: August 2016
  • CSR & Governance
  • Operations

Lean manufacturing practices are more effective in countries and companies that have more collectivist or group cultures than individualist cultures. In addition, nation trumps organization: a plant’s collectivist organizational culture will not overcome the individualistic culture of the country in which it is located.

Idea #616
Read Idea
 

Beware of Egocentricity Causing Team Members to Overestimate their Value

Idea posted: August 2016
  • Leadership & Change
  • Learning & Behaviour

A new study confirms that individuals typically (but not intentionally) overestimate their contributions to team projects, especially if the teams are large. Managers trying to gauge the contribution of different team members — for reward or other purposes — should recognize when over-claiming is more likely, and use different strategies to remind individuals of the contributions of others.

Idea #615
Read Idea
 
Sugar Factory with clean vapor emission, Minas Gerais, Brazil, 2007 (Source: Wikimedia Commons)

Meeting Sustainability Priorities in Competitive Operational Strategies

Idea posted: August 2016
  • Strategy
  • CSR & Governance
  • Operations

Environmental and social sustainability priorities can be integrated with traditional priorities to varying degrees. Companies competing on innovation, for example, are more open to environmental and social sustainability than companies competing on price. Yet for all companies, environmental and social sustainability priorities play an increasingly greater role in their success.

Idea #618
Read Idea
 
Official U.S. Navy Imagery – a sailor presents his girlfriend with an engagement ring (Source: Wikimedia Commons)

The Competitive Implications of Customer Expectation

Idea posted: July 2016
  • Strategy
  • Marketing

Past research has shown that products and services that don’t fit specific market categories are more likely to fail in the marketplace. A new study demonstrates that even a product with all the attributes of its category can fail. To truly understand the competitive dynamics of its market, a company needs to look beyond categories, and focus on the customer expectations that underlie those categories. 

Idea #612
Read Idea
 
Tada' the Chinese poles, 2004 (Source: Wikimedia Commons)

Build Ambidextrous Teams to Combine Present and Future Objectives

Idea posted: July 2016
  • Strategy
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour

Many companies separate short-term activities focused on the present (e.g. customer service, marketing) from long-term activities focused on the future (e.g. new product development). A new study, however, reveals the power of ‘ambidextrous’ teams, where cohesion overcomes the challenge of pursuing both present and future objectives.

Idea #613
Read Idea
 
Ostriches in Qatar (Source: Wikimedia Commons)

Learning by Hiring: The Challenge of Teaching Entrenched Incumbents

Idea posted: July 2016
  • Innovation & Entrepreneurship
  • Learning & Behaviour

New scientists can bring new knowledge and expertise to a research team and improve the output and results of the team. However, companies need to beware of long-tenured incumbents who won’t take kindly to the arrival of these upstarts. Nor will they be welcomed into a non-collaborative environment.

Idea #614
Read Idea
 
Starbucks Chairman Howard Schultz talks to the media (Source: Wikimedia Commons)

CEOs Can Galvanize Public Opinion – and Help Business

Idea posted: July 2016
  • CSR & Governance
  • Leadership & Change

More CEOs are speaking out on social issues unrelated to their business. A new study shows that this activism can galvanize public opinion – and doesn’t hurt sales. 

Idea #611
Read Idea
 
Traders on the New York Stock Exchange, 1963 (Source: Wikimedia Commons)

How Testosterone Leads to Overpricing on Wall Street

Idea posted: June 2016
  • Leadership & Change
  • Learning & Behaviour

New research shows that testosterone increases the over-confident and over-optimistic impulses of male traders, resulting in higher prices and more frequent bubbles. It also reveals, in general, that we are not always as rational as we believe.

Idea #608
Read Idea
 
The seven dwarfs, Snow White, 1937, produced by Walt Disney Productions (Source: Wikimedia Commons)

Motivation Profiles: Pay and Reward Vs Fulfilling Work

Idea posted: June 2016
  • Strategy
  • Leadership & Change
  • Learning & Behaviour

Building on four types of motivation, a new survey helps identify different profiles of motivation for managers, offering a mix of extrinsic (e.g. salaries) or intrinsic (e.g. fulfilling work) rewards. The profiles reveal how the different motives of managers impact their job attitudes. 

Idea #609
Read Idea
 
The Death of Caesar, Karl Theodor von Piloty, 1879 (Courtesy: Lower Saxony State Museum, Hannover, Germany)

Reducing CEO Power Can Undermine a Company’s Legitimacy

Idea posted: June 2016
  • CSR & Governance
  • Leadership & Change

A separation of power between CEO and a board of directors is often viewed as a sign of good governance. A new study reveals that reducing the power of a CEO may actually diminish rather than reinforce the legitimacy of a company in its foreign markets.

Idea #610
Read Idea
 
High-wire performer, South Korea, 2006 (Source: Wikimedia Commons)

Effective Risk Management to Secure Change and Growth

Idea posted: May 2016
  • CSR & Governance
  • Operations

Opponents of quantitative risk management models believe these models are counterproductive: they inhibit companies from taking calculated chances without preventing major mistakes (see the 2008 economic crisis). A new study of seven successful companies shows that when complemented by rigorous qualitative risk management practices and expanded roles for risk managers, quantitative models enhance rather than inhibit a company’s innovation and initiative.

Idea #604
Read Idea
 
The Cheats, Valentin de Boulogne, c.1619 (Courtesy: National Gallery of Art, Washington DC)

Last Chance Cheating: A Gig Economy Challenge

Idea posted: May 2016
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Because short-term or contract employees are hired for a specific period of time, they know when the end of their time with the employer is near. A new study shows that as they approach this final period, departing short-termers will often cheat the employer in some way. The reason: it’s their last chance to make a little gain at the employer’s expense. 

Idea #605
Read Idea
 

Ten Steps for New Executives: Understand the Culture before Implementing Change

Idea posted: May 2016
  • Strategy
  • CSR & Governance
  • Leadership & Change
Institutions: IESE Business School

New executives must immediately understand and evaluate a company’s culture before launching any significant change initiatives. They must ask themselves: Is this the right culture for the future? And given the current values, norms and beliefs of the company, how can I best implement change and build the foundation for sustainable success?

Idea #606
Read Idea
 
St Thomas Aquinas, Benozzo Gozzoli, 1468 -1484 (Courtesy: Musée du Louvre, Paris)

We Trust People Who Believe in Absolute Moral Rules

Idea posted: May 2016
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Most people live by a set of moral rules that guides their decision-making. For example: killing is never justified. What happens, however, if the death of one person could save the lives of many? Should the rule be ignored in this case? Many people would say yes — the consequences change the situation. A new study, however, shows that in the workplace, these ‘consequentialists’ will be less trusted than those who live by immutable moral rules.

Idea #607
Read Idea
 

Varied Effectiveness of Paid Endorsements on Social Media

Idea posted: April 2016
  • Marketing

New research reveals the potential benefits and pitfalls of including paid social media endorsers in new marketing efforts. The research notably revealed that paid endorsers are either eager to participate or very effective — but rarely both.

Idea #599
Read Idea
 
Detail from Royal Navy recruiting poster 'The Navy Wants Men', 1915 (Source: Wikimedia Commons)

Hunt for Innovative Ideas Externally or Internally – Just Not Both

Idea posted: April 2016
  • Innovation & Entrepreneurship
  • Learning & Behaviour

Time is limited. New research shows that the most innovative people choose to focus either on outside sources of innovation ideas or within the organization. Those who try to do both only build thin relationships that don’t yield the same results.

Idea #597
Read Idea
 
A Rakes Progress, William Hogarth, 1732-33, in this second painting Tom is at his morning levee (Courtesy: Sir John Soane's Museum, London)

Social Skills Valued Most in Today’s Workplace

Idea posted: April 2016
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

The most valued jobs and occupations in the labour market are those that require social skills — that is, the ability to work with others — or even better, a combination of social and cognitive (knowledge-based) skills.

Idea #600
Read Idea
 
Plastic face protection from snowstorms. Canada, 1939 (Source: Wikimedia Commons)

Why Great New Products Fail

Idea posted: April 2016
  • Innovation & Entrepreneurship
  • Marketing

Many excellent new products fail because companies fail to understand how customers make their purchasing decisions. Specifically, customers decide what they want to buy based on one of two things: their search for new information or the inferences they make based on the information they have. Great new products fail when through their searches or inferences, customers fail to recognize their value.

Idea #601
Read Idea

Pages

Authors

Partner Institutions

Other Institutions

Real Time Analytics