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The White Rabbit, by Sir John Tenniel (1820 –1914), an illustration from the original edition of Lewis Carroll’s Alice in Wonderland

How to Ensure Knowledge Sharing under Pressure

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

Knowledge sharing among employees is vital to an organization’s success. But increasing time pressure makes employees less willing to break away from their tasks and deadline work to help others. In a busy and competitive environment it is up to organizations to help relieve this pressure.

Idea #392
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Kenya's Faith Chemaoi crosses the finishing line of the 2014 Paris Marathon (Source: Wikimedia Commons)

How Reference Points Motivate Us

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

Reference-dependent theories state that individuals evaluate outcomes as gains or losses, depending on a neutral reference point. Making 19 sales in a month is a loss when the goal — the reference point — was 20 sales a month. Data from 10 million marathon finishes provides a field test that confirms the behavioural expectations and implications of these theories, shedding a light on how milestone goals can push individuals to higher performance.

Idea #394
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The Nightmare by Henry Fuseli, 1781, Detroit Institute of Art

How Sleep Deprivation Can Cause Unethical Behaviour

Idea posted: June 2014
  • CSR & Governance
  • Learning & Behaviour

Are your employees working longer hours? This is the case with most organizations today. Look deeper and you might find that they are sleep deprived as a result. This Idea suggests that such sleep deprivation can lead to more unethical behaviour at work, but there may be a simple, short-term solution: a cup of coffee!

Idea #385
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How Peers Influence Ethics: Good Eggs and Bad Apples

Idea posted: June 2014
  • CSR & Governance
  • Finance

A controlled experiment reveals that managers ‘adjust’ their ethics based on the behaviour they witness from peers. If a peer is honest, the observing manager becomes a little more honest, on average. If a peer is dishonest, the observing manager can become significantly more dishonest. 

Idea #386
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How Employees Win ‘Voice’ and Influence Decisions

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

High levels of engagement and commitment in the workplace could be both a cause and an effect of involving employees in decision-making processes. Research suggests that leaders ‘grant voice’ to followers who combine a need to influence the organization with a need to belong and take part — and that followers work better for leaders when they do.

Idea #391
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Detail from a poster by Eric Frazer, for the Post Office Savings Bank, 1942 (Source: Wikimedia Commons)

How a Culture of Integrity Boosts the Bottom Line

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

A culture of integrity adds value to the firm. Research shows that the more employees perceive top managers as trustworthy and ethical, the better the financial performance of the firm and the more attractive the firm to potential employees. 

Idea #379
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The Misers, by a follower of Marinus van Reymerswaele, c.1490-1567, The Royal Collection Trust

Profits Vs Principles: Market Competition and Moral Transgression

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

Competition sometimes has undesirable consequences. These could include ‘tolerance’ of moral transgressions that further the economic interests of the organization. New research suggests that in highly competitive markets, where the pressure to outperform is intense, leaders might be less likely to discipline ‘bad’ employees who are ‘good’ for the bottom line.

Idea #380
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Managing the Multigenerational Workplace

Idea posted: May 2014
  • Strategy
  • CSR & Governance
  • Leadership & Change

There is an increasing demand in the workforce today to add multigenerational diversity to the mix. What exactly comprises a multigenerational team, and what are the unique characteristics and expectations each generation brings the fore? Read this Idea to learn more about how to ensure your organization makes the most of its multigenerational workforce.

Idea #381
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The Sower by Jean-François Millet, circa 1865, Walters Art Museum, Baltimore

How Well Is CSR Embedded in Business Strategy?

Idea posted: May 2014
  • Strategy
  • CSR & Governance
  • Finance
  • Innovation & Entrepreneurship
  • Leadership & Change

CSR and sustainable development are now widely seen as core parts of business. This does not, however, mean they’re always treated as core parts of business strategy. The management control systems big companies use to design, implement and monitor CSR sometimes suggest a ‘reactive’ rather than a ‘proactive’ approach from leaders.

Idea #374
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“And dressed myself in such humility that I did pluck allegiance from men's hearts.” Shakespeare’s Henry IV Part 1. Painting of Henry IV, British School, 1620s, Dulwich Picture Gallery

How Humility in the CEO Improves Management Performance

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

Humility on the part of a CEO can lead to highly beneficial results in their organization; humble CEOs improve top management team integration, which in turn increases middle managers’ perception of an empowering organizational climate, resulting in better work engagement, commitment, and job performance. Read on to learn more about why this trait is so important for CEOs to develop.

Idea #375
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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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The Creation of Adam, Sistine Chapel, fresco detail, 1509, by Michelangelo

Digit Ratio Predicts Men's Product Choices

Idea posted: April 2014
  • CSR & Governance
  • Learning & Behaviour
  • Marketing

Marketers have long known that product choice cannot be predicted reliably by knowing someone’s sex. Multiple factors — ranging from age and income to lifestyle and family preferences — influence purchasing decisions. Now, there’s another variable to add to the list. Recent empirical research suggests that digit ratio — the relative lengths of the fore and third fingers — is linked to the product choices of men.

Idea #366
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Luggage tag for Japan Air Transport, 1937 (Source: Wikimedia Commons)

Relocating Leaders Abroad: Pros and Cons

Idea posted: April 2014
  • Strategy
  • CSR & Governance
  • Learning & Behaviour
  • Operations

The internationalization of markets and industries means executive offices and core functions are being moved abroad. Relocating top managers, however, can be risky. Organizations should explore the alternatives before making a decision. There are arguments for and against leaders crossing borders.

Idea #368
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Columbia Man. A 1902 poster for Columbia University, by John E. Sheridan (Source: Wikimedia Commons)

Do Ivy League or Elite Educated CEOs Outperform Others?

Idea posted: April 2014
  • CSR & Governance
  • Leadership & Change

When selecting a potential CEO for your organization, will having studied at an Ivy League school make a difference to the performance they bring? According to this Idea, yes but only under certain conditions. Read on to find out more about whether it is worth the effort to specifically seek out elite or Ivy League-educated individuals for CEO positions.

Idea #370
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Why books are always better than movies? An image made by Massimo Barbieri using the free software Gimp, 2009 (Source: Wikimedia Commons)

Understanding Dreams: A New Tool for the Executive Coach?

Idea posted: April 2014
  • CSR & Governance
  • Learning & Behaviour
Institutions: INSEAD

Dreams can provide powerful clues to someone’s mental and emotional state. They can also be a ‘path’ to conflict resolution and problem-solving, helping people confront deep-seated fears and concerns. Dream recall can, therefore, be an important part of executive and leadership coaching.

Idea #371
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1956 Ballantine Ale original vintage advertisement (Source: Brookston Beer Bulletin)

Ambiguous Ads: Hidden Messages, Hidden Risks?

Idea posted: April 2014
  • CSR & Governance
  • Marketing

Companies sometimes use covert ‘cues’ and ambiguous images to advertise their products. This ‘purposeful polysemy’ enables them to target minority groups without alienating ‘mainstream’ consumers. It is not, however, a foolproof strategy. Research suggests that heterosexual men respond less positively to ‘gay window’ advertising.

Idea #360
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The Arctic Expedition - the Crow’s Nest. Cover illustration (detail) for The Graphic, May 1875, by Samuel Edmund Waller

Does Your Organization Need a Chief External Officer?

Idea posted: April 2014
  • CSR & Governance
  • Finance
  • Leadership & Change
  • Marketing
  • Operations

Many large organizations face challenges in managing the demands of external non-market environments — political and social aspects of their working environment. This Idea suggests the creation of a chief external officer and gives some guidance on how to ensure their success.

Idea #362
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Mortality: The Ultimate Motivator

Idea posted: April 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD

Existing management theories fail to provide the complete picture on employee motivation. To understand what drives us as human beings you have to understand a range of complex psychological factors — including fear of death and denial of our own mortality. Death is a powerful ‘stealth motivator’ that leads to defensive and avoidance strategies in the workplace. 

Idea #365
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Early experimental digital photograph by Rick Doble, 2000 (Source: Wikimedia Commons)

IT Leadership: Shifting Mindsets to Add Value

Idea posted: April 2014
  • Strategy
  • CSR & Governance
  • Innovation & Entrepreneurship
  • Learning & Behaviour

How is IT managed in your organization? Most organizations do not think of this as a crucial question to consider, but in order to ensure competitive success in today’s complex business environment, responsibility for IT decision-making should be shared and not left solely in the hands of the CIO. Read on to find out more.

Idea #359
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Rear Adm. Daniel Holloway talks with sailors during his weekly Admiral's ‘brown bag lunch’ aboard aircraft carrier USS Enterprise (Source: Wikipedia Commons)

How Seeing Things Employees’ Way Builds Performance

Idea posted: April 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
Institutions: London Business School

By adopting an employee-centred attitude to the way you lead, your staff will not only achieve the best for themselves and their own goals, but they will also deliver the best for your business. It requires a move away from the controlling orientation of traditional leadership and towards a more communicative process, in which you try to understand the strengths, fears, and aspirations of employees, and manage them accordingly.

Idea #353
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Generalist CEOs Not Specialists Spur Innovation

Idea posted: March 2014
  • CSR & Governance
  • Innovation & Entrepreneurship
  • Leadership & Change

Generalist CEOs — CEOs who have built their careers in different industries or for different firms — are more likely to spur innovation in their companies than specialist CEOs with technical knowledge who have never left their industries. The major reason is that generalists are not afraid: if they lose their jobs after an ambitious transformative innovation effort fails, their skills and knowledge will easily transfer to another job in another firm or industry. Specialist CEOs must tread more carefully.

Idea #349
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Arshile Gorky Fiorello La Guardia at the opening of the Federal Art Gallery (Source: Wikimedia Commons)

How Conducting Appraisals Well Builds Ethical Behaviour

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

The annual appraisal interview has a lasting impact on the perceptions and attitudes of employees. Treat people with respect and you encourage the kinds of behaviours that create value for shareholders and stakeholders. Get the interview wrong, on the other hand, and you put the organization at increased risk.

Idea #350
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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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Securing Talent with a Superior Employee Value Proposition

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

A shift is taking place in the business world; power has moved from employers to employees. In this Idea, the reasons behind this shift are explored, and advice is provided to organizations on how to ensure they successfully attract, develop and retain employees, and remain an ‘employer of choice’.

Idea #348
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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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John Evelyn discovers sculptor Grinling Gibbons (1648 - 1721). Gibbons became Master Carver in Wood to the Court of King Charles II

Co-creating with Customers: More Pros than Cons?

Idea posted: March 2014
  • Strategy
  • CSR & Governance
  • Innovation & Entrepreneurship
  • Marketing

Involving customers in the design and delivery of products and services can be a cost-effective way to meet the demand for constant innovation and improved ‘customer experience’. It has, however, the power to destroy as well as create value. Much depends on the human and technological interfaces between customers and the company.

Idea #344
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The Distribution of Bread in the Village, Frans van Leemputten, 1892 (Source: Wikimedia Commons)

Do CSR Initiatives Enhance Customer Loyalty?

Idea posted: March 2014
  • CSR & Governance
  • Marketing

Are customers more loyal to retailers who engage in corporate social responsibility (CSR) activities? In general, CSR is going to earn customer loyalty, although a closer look reveals that the type of CSR makes a difference. CSR related to the customer experience — involving employees and products — inspires the most loyalty, followed by community support activities. Environmental projects generate less enthusiasm from customers, and with some customers actually have a negative effect.

Idea #346
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Multiculturalism by Monisha Pushparaj (Source: Wikimedia Commons)

Multicultural Experience: Better Performance, Better Job Prospects

Idea posted: March 2014
  • CSR & Governance
  • Learning & Behaviour
  • Operations

The ability to process complex information and synthesize opposing ideas is associated with creativity and, by extension, increased professional opportunities and better job prospects. A multicultural environment can help build it — but only if people engage psychologically with others. The capacity to ‘integrate’ differing perspectives comes from interaction not observation.

Idea #340
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The Voyage of St. Brendan the Navigator, according to legend this famed traveller reached North America between 512 and 530 AD

How Travelling Abroad Builds Trust and Tolerance

Idea posted: March 2014
  • CSR & Governance
  • Learning & Behaviour
  • Operations

The idea that travel can be important for personal development and ‘growth’ is well established. Spending time overseas can ‘broaden the mind’ — not only by increasing knowledge but also by reducing xenophobia. The maximum benefits, however, might depend on breadth as well as depth of experience. Recent empirical research finds a causal link between the ability to trust and accept others and exposure to a diverse range of ‘out groups’.

Idea #335
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