{"title":"Experiments in Open Innovation at Harvard Medical School: What happens when an elite academic institution starts to rethink how research gets done?","authors":"Eva Guinan, Kevin J Boudreau, Karim R Lakhani","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":"54 3","pages":"45-52"},"PeriodicalIF":4.2,"publicationDate":"2013-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5739322/pdf/nihms871964.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"35686995","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-06-08DOI: 10.1108/hrmid.2010.04418cad.005
Christopher D. Zatzick, M. Marks, R. D. Iverson
{"title":"Which way should you downsize in a crisis","authors":"Christopher D. Zatzick, M. Marks, R. D. Iverson","doi":"10.1108/hrmid.2010.04418cad.005","DOIUrl":"https://doi.org/10.1108/hrmid.2010.04418cad.005","url":null,"abstract":"","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":"2 2","pages":"79-86"},"PeriodicalIF":4.2,"publicationDate":"2010-06-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72461152","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Initiatives to build and maintain trust with various stakeholders — customers, employees, suppliers and investors — have risen to the top of the executive agenda at many organizations. We continually hear about “transparency” initiatives, open-door policies and 360-degree evaluations, customer-retention programs, voluntary product recalls, initiatives for corporate social responsibility, rethinking of “customers as partners” and other trust-building moves. But the problem is that most companies don’t really understand how to manage stakeholder trust effectively. In fact, our research suggests that many of the trust-building initiatives and approaches that organizations invest in may be of questionable value. Others might actually destroy trust.
{"title":"Unconventional Insights for Managing Stakeholder Trust","authors":"M. Pirson, D. Malhotra","doi":"10.2139/SSRN.1088111","DOIUrl":"https://doi.org/10.2139/SSRN.1088111","url":null,"abstract":"Initiatives to build and maintain trust with various stakeholders — customers, employees, suppliers and investors — have risen to the top of the executive agenda at many organizations. We continually hear about “transparency” initiatives, open-door policies and 360-degree evaluations, customer-retention programs, voluntary product recalls, initiatives for corporate social responsibility, rethinking of “customers as partners” and other trust-building moves. But the problem is that most companies don’t really understand how to manage stakeholder trust effectively. In fact, our research suggests that many of the trust-building initiatives and approaches that organizations invest in may be of questionable value. Others might actually destroy trust.","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":"23 1","pages":"43-50"},"PeriodicalIF":4.2,"publicationDate":"2008-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75975091","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
A brief synopsis of Folk Wisdom About the Effects of Relationship Conflict (University of Michigan Ross School of Business working paper, October 2006) by Jeffrey Sanchez-Burks, Eric J. Neuman, Shirli Kopelman, Oscar Ybarra, Hyekyung Park and Karen Goh
《关于关系冲突影响的民间智慧》(密歇根大学罗斯商学院工作论文，2006年10月)，作者Jeffrey Sanchez-Burks、Eric J. Neuman、Shirli Kopelman、Oscar Ybarra、hyyekyung Park和Karen Goh
{"title":"Conflict in the Workplace","authors":"Larry Yu","doi":"10.4324/9780080575179-6","DOIUrl":"https://doi.org/10.4324/9780080575179-6","url":null,"abstract":"A brief synopsis of Folk Wisdom About the Effects of Relationship Conflict (University of Michigan Ross School of Business working paper, October 2006) by Jeffrey Sanchez-Burks, Eric J. Neuman, Shirli Kopelman, Oscar Ybarra, Hyekyung Park and Karen Goh","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":"1 1","pages":"5"},"PeriodicalIF":4.2,"publicationDate":"2007-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87536367","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2007-01-01DOI: 10.4135/9781452276090.n139
Kurt Matzler, Franz Bailom, Todd A. Mooradian
Should executives make decisions based on what their ?gut? tells them? Lately that idea has lost some favor, as technology?s ability to accumulate and analyze data has rapidly increased ? supplanting, according to some accounts, the high-level manager?s need to draw heavily on intuition. But intuition needs some rescuing from its detractors, and the place to start is by clarifying what it really is, and how it should be developed. Intuition is not a magical sixth sense or a paranormal process; nor does it signify the opposite of reason or random and whimsical decision making. Rather, intuition is a highly complex and highly developed form of reasoning that is based on years of experience and learning, and on facts, patterns, concepts, procedures and abstractions stored in one?s head. In this article, the authors draw on examples from the worlds of chess, neuroscience and business ? especially Austria?s KTM Sportmotorcycle AG ? to show that intuitive decision making should not be prematurely buried. They point out that although the study of intuition has not been extensively explored as a part of management science, studies reveal that several ingredients are critical to intuition?s development: years of domain-specific experience; the cultivation of personal and professional networks; the development of emotional intelligence; a tolerance for mistakes; a healthy sense of curiosity; and a sense of intuition?s limits. Companies should, of course, continue to exploit their abilities to mine data as a means of obtaining a competitive edge. But they shouldn?t overlook the continuing value of experienced executives who can draw on their intuition to make decisions when the numbers yield a question rather than an answer: Now what do we do?
{"title":"Intuitive Decision Making","authors":"Kurt Matzler, Franz Bailom, Todd A. Mooradian","doi":"10.4135/9781452276090.n139","DOIUrl":"https://doi.org/10.4135/9781452276090.n139","url":null,"abstract":"Should executives make decisions based on what their ?gut? tells them? Lately that idea has lost some favor, as technology?s ability to accumulate and analyze data has rapidly increased ? supplanting, according to some accounts, the high-level manager?s need to draw heavily on intuition. But intuition needs some rescuing from its detractors, and the place to start is by clarifying what it really is, and how it should be developed. Intuition is not a magical sixth sense or a paranormal process; nor does it signify the opposite of reason or random and whimsical decision making. Rather, intuition is a highly complex and highly developed form of reasoning that is based on years of experience and learning, and on facts, patterns, concepts, procedures and abstractions stored in one?s head. In this article, the authors draw on examples from the worlds of chess, neuroscience and business ? especially Austria?s KTM Sportmotorcycle AG ? to show that intuitive decision making should not be prematurely buried. They point out that although the study of intuition has not been extensively explored as a part of management science, studies reveal that several ingredients are critical to intuition?s development: years of domain-specific experience; the cultivation of personal and professional networks; the development of emotional intelligence; a tolerance for mistakes; a healthy sense of curiosity; and a sense of intuition?s limits. Companies should, of course, continue to exploit their abilities to mine data as a means of obtaining a competitive edge. But they shouldn?t overlook the continuing value of experienced executives who can draw on their intuition to make decisions when the numbers yield a question rather than an answer: Now what do we do?","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":"40 1","pages":"13-15"},"PeriodicalIF":4.2,"publicationDate":"2007-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81294657","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2005-01-01DOI: 10.1108/sd.2006.05622aaf.002
F. Vermeulen
Corporate executives typically have strategic explanations for their acquisitions: that buying the company in question makes sense geographically or that the products are synergistic. However, if you inquire two years later how the company has benefited, managers tend to focus on the "softer" factors with comments like, "They made us rethink our decision-making processes," or "They introduced us to a new approach to product development," or simply "They shook up our culture." To understand this apparent contradiction, the author analyzes the acquisitions and performance of a number of large, successful companies. Several of the companies included in the research suffered from rigidity. However, the author found that companies were able to use acquisitions to restore a sense of vitality to their businesses and unleash a subsequent surge in performance. The acquired companies often stimulated the acquiring companies to develop new perspectives and different ways of doing things at critical times. Acquisitions kept their organizations fresh and vital. Even if the enterprises did not pursue acquisitions for this reason, the process of buying businesses and deciding how to integrate them into their corporate structures enabled acquirers to renew themselves before their products and operating methods became outdated.
{"title":"How acquisitions can revitalize companies","authors":"F. Vermeulen","doi":"10.1108/sd.2006.05622aaf.002","DOIUrl":"https://doi.org/10.1108/sd.2006.05622aaf.002","url":null,"abstract":"Corporate executives typically have strategic explanations for their acquisitions: that buying the company in question makes sense geographically or that the products are synergistic. However, if you inquire two years later how the company has benefited, managers tend to focus on the \"softer\" factors with comments like, \"They made us rethink our decision-making processes,\" or \"They introduced us to a new approach to product development,\" or simply \"They shook up our culture.\" To understand this apparent contradiction, the author analyzes the acquisitions and performance of a number of large, successful companies. Several of the companies included in the research suffered from rigidity. However, the author found that companies were able to use acquisitions to restore a sense of vitality to their businesses and unleash a subsequent surge in performance. The acquired companies often stimulated the acquiring companies to develop new perspectives and different ways of doing things at critical times. Acquisitions kept their organizations fresh and vital. Even if the enterprises did not pursue acquisitions for this reason, the process of buying businesses and deciding how to integrate them into their corporate structures enabled acquirers to renew themselves before their products and operating methods became outdated.","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":"81 1","pages":"45-51"},"PeriodicalIF":4.2,"publicationDate":"2005-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83246487","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Most managers see strategy development as serious business. It is ironic, then, that some of the most remarkable strategic breakthroughs in organizations emerge not from well-ordered processes but from messy, ambiguous and sometimes irrational activities - pursuits that can best be described as play. Referring to research in the fields of developmental psychology and anthropology, the authors argue that play can stimulate the development of cognitive, interpretive skills and engender an emotional sense of fulfillment. It can help establish a safe environment for introducing new ideas about market opportunities, generating debate about important strategic issues, challenging old assumptions and building a sense of common purpose. The authors draw on their own experiences working with managers at the Imagination Lab Foundation and Templeton College, Oxford University, and they make sure to point out that play is no substitute for rational, conventional strategy development. Indeed, after the creative sessions are over, plenty of hard work remains to translate the ideas and insights into processes and actions.
{"title":"The Serious Business of Play","authors":"Loizos Heracleous, C. Jacobs","doi":"10.7892/BORIS.76174","DOIUrl":"https://doi.org/10.7892/BORIS.76174","url":null,"abstract":"Most managers see strategy development as serious business. It is ironic, then, that some of the most remarkable strategic breakthroughs in organizations emerge not from well-ordered processes but from messy, ambiguous and sometimes irrational activities - pursuits that can best be described as play. Referring to research in the fields of developmental psychology and anthropology, the authors argue that play can stimulate the development of cognitive, interpretive skills and engender an emotional sense of fulfillment. It can help establish a safe environment for introducing new ideas about market opportunities, generating debate about important strategic issues, challenging old assumptions and building a sense of common purpose. The authors draw on their own experiences working with managers at the Imagination Lab Foundation and Templeton College, Oxford University, and they make sure to point out that play is no substitute for rational, conventional strategy development. Indeed, after the creative sessions are over, plenty of hard work remains to translate the ideas and insights into processes and actions.","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":"38 1","pages":"19-20"},"PeriodicalIF":4.2,"publicationDate":"2005-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78055891","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2002-01-01DOI: 10.1093/0195165128.003.0004
Rob Cross, N. Nohria, Andrew Parker
Over the past couple of decades, management innovations have pushed companies toward the ideal of the "boundaryless" organization. As a result of these changes, formal reporting structures and detailed work processes have a much diminished role in the way important work is accomplished. Instead, informal networks of employees are increasingly at the forefront, and the general health and "connectivity" of these groups can have a significant impact on strategy execution and organizational effectiveness. Many corporate leaders intuitively understand this, but few spend any real time assessing or supporting informal networks. And because they do not receive adequate resources or executive attention, these groups are often fragmented, and their efforts are often disrupted by management practices or organizational design principles that are biased in favor of task specialization and individual rather than collaborative endeavors. The authors initiated a research program two years ago to determine how organizations can better support work occurring in and through informal networks of employees; they assessed more than 40 networks in 23 organizations. They discovered in all cases that the networks provided strategic and operational benefits by enabling members to collaborate effectively; they also found that managers, if they truly wanted to assist these groups, had to overcome six myths about how networks operate. In this article, the authors explain the six myths and why they are harmful; in place of these assumptions, they offer reality checks that can be implemented to help networks become more effective. Senior managers who can separate myth from reality, and act accordingly, stand a much better chance of fostering the growth and success of these increasingly important organizational structures.
{"title":"Six Myths About Informal Networks -- and How to Overcome Them","authors":"Rob Cross, N. Nohria, Andrew Parker","doi":"10.1093/0195165128.003.0004","DOIUrl":"https://doi.org/10.1093/0195165128.003.0004","url":null,"abstract":"Over the past couple of decades, management innovations have pushed companies toward the ideal of the \"boundaryless\" organization. As a result of these changes, formal reporting structures and detailed work processes have a much diminished role in the way important work is accomplished. Instead, informal networks of employees are increasingly at the forefront, and the general health and \"connectivity\" of these groups can have a significant impact on strategy execution and organizational effectiveness. Many corporate leaders intuitively understand this, but few spend any real time assessing or supporting informal networks. And because they do not receive adequate resources or executive attention, these groups are often fragmented, and their efforts are often disrupted by management practices or organizational design principles that are biased in favor of task specialization and individual rather than collaborative endeavors. The authors initiated a research program two years ago to determine how organizations can better support work occurring in and through informal networks of employees; they assessed more than 40 networks in 23 organizations. They discovered in all cases that the networks provided strategic and operational benefits by enabling members to collaborate effectively; they also found that managers, if they truly wanted to assist these groups, had to overcome six myths about how networks operate. In this article, the authors explain the six myths and why they are harmful; in place of these assumptions, they offer reality checks that can be implemented to help networks become more effective. Senior managers who can separate myth from reality, and act accordingly, stand a much better chance of fostering the growth and success of these increasingly important organizational structures.","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":"33 1","pages":"67-75"},"PeriodicalIF":4.2,"publicationDate":"2002-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91254908","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
A brief synopsis of I Understand All That... but What?s the Strategy? (Park Li Group working paper, 2005) by Thomas P. Mullen and Mala Narain
I Understand All That…但是什么?战略是什么?(Park Li Group工作论文，2005)，作者:Thomas P. Mullen和Mala Narain
{"title":"Speaking in tongues","authors":"D. Wagner","doi":"10.2307/j.ctt46nrhj.21","DOIUrl":"https://doi.org/10.2307/j.ctt46nrhj.21","url":null,"abstract":"A brief synopsis of I Understand All That... but What?s the Strategy? (Park Li Group working paper, 2005) by Thomas P. Mullen and Mala Narain","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":"22 1","pages":"5"},"PeriodicalIF":4.2,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83786427","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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