Organizatons
Strategic management explorer When Regulators Scrutinize Your Neighbor, Your Company May Change Too By Leandro Nardi Regulation is usually evaluated by looking at the firms regulators directly target. But…
StrategIC Management Explorer Want Employees to Learn Fast Without Killing Exploration? Update the Scoreboard Faster. By Jerker Denrell, Michael Christensen, Thorbjørn Knudsen, and Chengwei Liu Organizations face a familiar…
Retention improves not when firms measure it more closely, but when they organize for it more deliberately.
Innovation does not require the absence of fear, but the ability to act deliberately in its presence.
Walk into any corporate boardroom and you’ll hear the same debate: How should we organize our management team to achieve multiple, often competing objectives?
Authors from a recently published SMJ article show that firms led by more narcissistic CEOs tend to pursue more acquisitions when performance is high.
When a departing family CEO actively mentors a younger family leader, that leader is more likely to keep the business financially successful, especially if non-family advisors also weigh in.
The informal sector is ubiquitous in Africa and other emerging markets. The performance of these informal firms can be significantly influenced by informal institutions. But what are the deep roots of informal institutions? And how have they interacted with the colonial shocks in Africa?
Do those organizations positioned close to the boundaries of a tier—relatively high or low within a tier—behave differently from those positioned in the middle of the same tier?
While research has shown that people prefer brands that align with their values — often illustrated through corporate social responsibility reports — it wasn’t clear how people were responding to firms taking political stances.