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In 2019, BlackRock CEO Larry Fink, Apple CEO Tim Cook, and the other 179 CEO members of the Business Roundtable argued that the purpose of a corporation must reflect not only the fiduciary interests of owners but also the varied interests of all stakeholders: employees, customers, partners, and broader society. This idea challenges a decades-old norm of shareholder primacy, so it is reasonable for organizational leaders to wonder whether doing so is truly in their firms' best interests, and if so, how to implement this approach to leadership. To answer these questions, we draw on over 200 peer-reviewed articles covering leadership research to demonstrate how servant leadership, a stakeholder-focused approach to management, outperforms other leadership approaches across both shareholder and stakeholder criteria. We leverage case studies of organizational leaders from SAS, Zappos, Starbucks, and Jason's Deli, financially successful organizations that exemplify how managers provide value and sustainability to stakeholders and shareholders through servant leadership. We also include practical steps managers can take to begin putting this form of leadership into practice.

As government-mandated lockdowns and steep declines in trade set in because of the COVID-19 pandemic, a common theme became apparent in the advertising of the time: It was all the same. Regardless of the product category or brand personality, many ads were remarkably similar. They began with melancholy music, voiceovers reminding the audience that the brand is here for them, and referred to these times as "unprecedented" and "extraordinary." Ads reassured viewers that "together, we can get through this." In this installment of Marketing & Technology, we articulate the problem of advertising sameness and explore how and why it likely arises during a time of crisis. We then discuss why advertising uniformity is a problem and present a series of strategic, media, and creative considerations - taking into account the constraints of a crisis - to help marketing professionals produce more effective advertising in the context of a disaster.

Artificial intelligence (AI) is fundamentally changing organizational decision-making processes. With the abilities to self-learn and to improve decision quality, AI is now taking over many decision responsibilities that were formerly assigned to humans alone. However, the effectiveness of AI for ill-structured and uncertain decision environments is still in question. In such decision contexts that have no precedent on which to base a solution, humans have historically relied on their intuition to make decisions. Yet intuition, too, has been found to have weaknesses that restrict decision quality. Therefore, this article introduces a decision-making model that effectively integrates the strengths of both intuition and AI while minimizing the vulnerabilities of each method. The model specifies when and how both modes should be combined for effective organizational decision-making. In addition, the article presents important future research considerations relating to AI for both practitioners and academics.

Mindsets are individuals' mental lenses that selectively organize and encode information, thereby orienting them toward a unique way of understanding their experiences and guiding them toward corresponding actions and responses. Decades of research have demonstrated that mindsets are foundational to how individuals process and operate. Despite this research, mindsets have largely been overlooked by practitioners when developing leaders. In this article, we seek to illuminate the foundational role mindsets play in leadership effectiveness to elicit greater emphasis on mindsets in leadership development. To do so, we explore what mindsets are, why they are so important for leadership development and effectiveness, and which mindsets leaders could further develop to operate more effectively. Specifically, we review the research associated with four different sets of mindsets - (1) fixed and growth mindsets, (2) goal orientations, (3) implemental and deliberative mindsets, and (4) prevention and promotion mindsets - to demonstrate how each affects leaders' effectiveness. We conclude by discussing how leadership developers and leaders themselves can focus on mindsets to improve leadership effectiveness.

This article features a moderated conversation between the author and five leading researchers and practitioners in the field of quantitative content analysis and, more specifically, computer-aided textual analysis (CATA). The interview subjects discuss the factors contributing to CATA's rise as a research method as well as the benefits and pitfalls of using CATA. The conversation also covers best-practice advice that companies may employ to increase the accuracy of CATA results. These include using different programs or algorithms for the same problem, known as algorithm error.

As the sophistication of artificial intelligence (AI) systems develop and AI becomes a key element of organizational strategy across a wide spectrum of industries, new demands are being placed on senior leaders. To understand the growing challenges leaders will face in the age of AI, we conducted interviews with 33 senior leaders in several countries across a wide range of industries. Our research highlights key capabilities and skills that leaders will require. Underlying these capabilities is a mindset oriented toward continuous learning and self-development, which will enable ongoing and rapid adaptation to change. Our findings identified the following key capabilities: digital know-how, data-driven focus, networking, ethics, and agility. To successfully navigate the coming era, senior leaders will need to focus on reskilling the workforce, recruiting and retaining highly skilled talent, building an intrapreneurial culture, and managing unprecedented changes in technologies and the nature of work.

Why are so few organizations selling beneficial products at the base of the pyramid (BoP) successful? This is not simply a story of companies failing, and it is one with a dramatic consequence as low-income people do not benefit from products that can improve their way of life. Instead, they continue to drink unsafe water, cook on stoves that emit fumes that kill over 1 million people per year, light their homes with dangerous kerosene lamps, and fall ill from a mosquito bite. Based on a multiyear field research program conducted in 25 countries, we argue that having a specific mindset about BoP customers is consequential to an organization's success. Many organizations start with the assumption that BoP customers lack money, knowledge, and jobs. By contrast, successful organizations start from the assumption that customers can and will pay if they are provided with a satisfactory solution to their needs and are reassured about the level of risk involved. We detail the different practices that follow from this mindset change in the areas of value proposition, communication, and distribution and show how these practices can make or break the organization's financial sustainability.

As the workplace continues to change, a new generational cohort - Generation Z, sometimes referred to as iGen - is beginning to enter the workforce. At the same time, millennials are now progressing in their careers and will be challenged with managing these incoming workers. The purpose of this article is to provide a contextual overview that identifies and illuminates some of the defining work-related characteristics of these two youngest generations in the workplace to increase understanding of the potential intergenerational conflict between these cohorts and develop leadership strategies that can be utilized to increase employee morale and productivity. This article analyzes the millennial supervisor-Gen Z subordinate relationship based on generational cohort theory, leader-member exchange (LMX) theory, and the work values framework.

Firms face various critical challenges when pursuing a coherent course of action that seeks to create value for the long term. They are required to balance myopic and hyperopic behavior. They must ensure coordination, adopt a holistic view of various functional perspectives, and foster commitment among key decision makers. They need to develop a credible and compelling line of reasoning that employees understand and can act on. Adopting the perspective of roadmapping as a strategy tool, this article advances the argument that roadmapping is especially suitable in helping firms to surmount these three critical strategic challenges. This article distills three core features of the roadmap: graphical representation, multidisciplinary integration, and scaling. It then reviews the three critical strategic challenges and shows how roadmapping can help to overcome each of these. Following this explanation, the article describes ten key principles for effective strategic roadmapping that support firms in obtaining the strategic benefits promised. The article concludes with additional insights for practice with the intent of encouraging further exploitation of roadmapping's potential.

A large body of research has well established that changes in net balances between labor supply and demand can drive competition for human capital. We propose that AI-enabled recruiting tools constitute a force that will intensify the war for talent above and beyond episodic changes in net balances. We also propose that three seismic shifts will further intensify the war for talent by increasing the value of human capital and lowering its switching costs. Lastly, we bridge human resource management and military escalation literatures and examine how three key onset conditions relative to the use of AI-enabled recruiting tools have the potential to spark an arms race for those tools. Finally, we examine the managerial implications of these dynamics so that managers prevail not just in short-term skirmishes but also in the long-term war for talent.

Until its highly publicized downfall, Theranos was a so-called unicorn with a compelling proposition to popularize routine blood testing by making it more convenient, using a smaller sample of blood, and testing at a lower cost than conventional, often fear-inducing needles. Holmes and Theranos were reliant on the development of new technology to bring their idea to life. Instead, they became perhaps one of the most infamous examples of failed product innovation. In this article, we contend that although character failings and alleged criminal activity could not have been mitigated realistically, valuable strategic and operational lessons can be learned for future technology startups. By conducting a counterfactual thought experiment and examining Theranos through the lens of Design Innovation (DI), we provide evaluations and predictions across strategic and operational constructs from both an internal and external perspective. We use Theranos to demonstrate the value of DI to future technology-driven entrepreneurs, proposing alternative approaches to medical device startups.

Negotiation abilities are difficult to assess, and negotiation outcomes are difficult to predict. This leads to possible deficiencies in resource allocation for negotiation tasks. In this article, we discuss the merits of a data-based approach for the allocation of negotiators to negotiation tasks. We provide a framework for negotiation allocation management that includes a method for assessing negotiator strength. The negotiator strength measure compares observable negotiation outcomes relative to similar outcomes in similar situations. We provide examples for using our framework and show evidence for its appeal when using industry data. We discuss implications for managers and provide key takeaways.

In the last two decades, industry-university collaborations (IUCs) in research and development in the hard sciences have become increasingly more successful and common. In contrast, successful IUCs in softer social sciences, such as business, remain relatively uncommon. But business research requires an even higher degree of collaboration than research in the hard sciences if its results are to be relevant to businesspeople. Fortunately, business academics are becoming more and more interested in collaborating with businesspeople. The purpose of this article is to motivate businesspeople to collaborate as well. We do this by showing the businessperson the historical origins of business research's irrelevance, by describing the benefits the business world could receive from collaborative research, by showing why collaboration is especially needed in social sciences such as business, and by showing why academics cannot do relevant business research without practitioners' help. Specifically, we will show that the businessperson's help is needed to ensure that their priorities are met, to formulate the right research questions, to provide relevant data, and to contribute their problem solving inventiveness.

SkySpecs is a company that helps the wind energy industry optimize performance of wind farms to improve productivity and efficiency and minimize downtime. It has developed a proprietary drone system to automate the task of inspecting wind turbine blades. This core technology allows rapid turbine blade inspections and provides analytics capability. The case first describes the stakeholders in a wind energy ecosystem and the challenges the industry faces. It then presents SkySpecs' product strategy and explores how the company brings value to different stakeholders in the wind energy ecosystem. Looking to the future, SkySpecs is exploring two options for growth. These are broadly classified as pursuit of depth, offering a broader set of solutions within the wind energy industry, or pursuit of breadth, leveraging its expertise to offer similar solutions within other industries. Students will discuss the pros and cons of these two directions and make a recommendation.

This case focuses on Lemon Tree Hotels, a leading Indian hotel company that employs large numbers of people with disabilities and other socially marginalized groups including orphans, divorcees, widows, survivors of acid attacks, and members of the transgender community. Unlike other hoteliers, Lemon Tree puts these "opportunity deprived Indians" (ODIs) in front-line positions. Launched in 2007 as a charitable endeavor, this unusual human resources strategy (Inclusion Program) has evolved and is now an integral part of Lemon Tree's business model and a source of competitive advantage. The case centers on Lemon Tree Vice President, Aradhana Lal, the program's chief architect. She has just received surprising news from the company's chairman and founder: He is considering expanding Lemon Tree's international footprint by entering the U.S. hotel market and would like to replicate the Inclusion Program there. He asks for her advice. Lal finds the idea intriguing yet sees major strategic, operational, and financial challenges and risks. Students will gain knowledge not only of the various corporate disability and inclusion initiatives being undertaken in the hospitality sector, but how diversity, equity, and inclusion (DEI) programs can be a source of competitive advantage for companies in a variety of consumer-facing industries.

First Place Winner; DEI Global Case Writing Competition. With Johnnie Cochran Jr. and John Wooten, civil rights attorney Cyrus Mehri formed the Fritz Pollard Alliance to advocate for National Football League coaches of color. Their efforts resulted in the NFL adopting the Rooney Rule prior to the 2003 NFL season in order to increase representation of coaches of color in the head coaching ranks. Subsequently, Mehri lobbied the NFL to improve the rule (e.g., applying it to additional coaching positions) while also working with (and against) companies to implement similar policies. The rule became one of the most prominent diversity initiatives in the United States, with employers such as Amazon, Facebook, the City of Pittsburgh, and the University of Texas System adopting variations of it. In 2021, however, nearly two decades after the Rooney Rule's implementation, the total number of NFL head coaches of color was three-the same number as in 2003, when the rule took effect. Frustratingly for Mehri and his colleagues, two top applicants of color-the two offensive coordinators in the most recent Super Bowl, Eric Bieniemy of Kansas City and Byron Leftwich of Tampa Bay-were passed over for all seven head coaching vacancies after the 2020 season. The ongoing debate about the rule's effectiveness intersected with a pivotal moment in U.S. history. Corporate America, prompted by the Black Lives Matter movement and protests following the 2020 killing of George Floyd in police custody, had allocated billions of dollars to addressing racial injustice. Many more organizations would be considering personnel policies modeled after the Rooney Rule. Was the Rooney Rule really a best practice in diversity, equity, and inclusion (DE&I)? Had Mehri, through his consulting firm Working IDEAL, identified practices that might strengthen or replace the Rooney Rule?

This case examines a small, high-growth women's athletic apparel company's activities to advance diversity, equity, and inclusion (DEI) and impact the apparel industry, while ensuring its internal organization and operations are aligned with its political and social stances. Founded as a "for women by women'' company, Oiselle (pronounced wa-zell) has a brand mission focused on women's empowerment. Its leaders support sociopolitical causes such as Planned Parenthood and Black Voters Matter. In the athletic retail industry, critics have found misalignment between companies' external branding and internal leadership. For example, Nike and Adidas marketing campaigns have championed female athletes and called for increased representation of women in sports, yet their own executive teams and board members are primarily men. Oiselle is led by women, who are increasingly elevating diversity in their branding, including highlighting gender, race, and LGBTQ+ disparities in the industry. The case presents background information on Oiselle and an overview of the business case for DEI. The case then asks students to wrestle with fundamental questions like the role of business in advancing DEI and how companies can incorporate DEI in a manner consistent with their business model.

As Joseph Biden began his presidency in early 2021, he was faced with the enormous task of balancing his more centrist tendencies with the increasingly activist part of his coalition. More generally, he would need to understand the forces that contributed to subpar economic performance and to redirect government efforts to supporting a market economy that benefitted all Americans. To do so, he would need to understand the arguments for and against government intervention in a variety of contexts.

Mergers and acquisitions have picked up in the aftermath of the pandemic. As companies seek partners that can boost their competitive capabilities, it's important that they ensure compatibility between the two organizational cultures. New research suggests that looking at political leanings among the companies' employees can provide clues to whether the merger is likely to flourish or fail.

Changing employers has been linked to larger pay increases for executives and managers. Although survey-based studies suggest that men gain more than women, an analysis of more than 2,000 job moves found that executive women are commanding bigger increases than men when switching employers. In certain contexts, female executives can use these external moves to increase their own compensation and perhaps narrow the gender pay gap overall.