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Brand pages in social media are a great way to foster consumer gathering around a brand, but it can be challenging to keep fans engaged and coming back to see updated content. Brands with millions of fans on Facebook have seen organic reach fall below 2% of their base. In this article, we describe how the creation of virtual brand communities can help brand managers increase fan engagement. We suggest the steps, conditions, advantages, and limitations involved in nurturing a brand page as an online social gathering that assumes some of the characteristics of a virtual brand community. The results of our study show that a brand page can have some of the characteristics of a virtual brand community-topical information exchange, identity communication, and establishment and internalization of cultural norms. We also show the importance of having celebrities among fans in order to foster social interactions and legitimate social practices on brand pages.

Firms must excel at both exploration and exploitation to ensure long-term survival and prosperity. However, firms often have difficulties in doing so because they have to accommodate the contradictory logics of exploration and exploitation. This article examines the logics of exploration and exploitation, evaluates the difficulties of accommodating both logics, and identifies dynamic ambidexterity as a new way to overcome these difficulties. To achieve dynamic ambidexterity, firms need to support structural ambidexterity at the corporate level, contextual ambidexterity at the business-unit level, and sequential ambidexterity at the project level. I believe that the notion of dynamic ambidexterity and its managerial practices can help firms manage exploration and exploitation and ensure long-term survival and prosperity.

A major factor in the success of an organization is its culture. Organizational culture can significantly influence the performance and effectiveness of a company, the morale and productivity of its employees, and its ability to attract, motivate, and retain talented people. Unfortunately, many leaders are either unaware of the significant impact culture can have, are aware but overwhelmed by the extensive and sometimes conflicting information available on culture, or are not well informed about how to build and sustain cultures effectively. This article integrates the most consistent findings that leaders need to know about culture and what they can do to build strong, successful cultures that bring out the best in people. Developing organizational culture requires far more than talk about culture and emphasis on its importance. In order to achieve the best results, culture development requires leaders who see it as one of their key tasks and who understand the importance of aligning organization strategies and decision making with cultural ideals.

The phenomenon of big data-large, diverse, complex, and/or longitudinal data sets-is having a stark influence on organizational strategy making. An increase in levels of data and technological capabilities is redefining innovation, competition, and productivity. This article contributes to both practical strategic application and academic research in the strategic management domain by presenting a framework that identifies how big data improves functional capabilities within organizations, shapes entirely new industries, and is a key component of innovative and disruptive strategies used by learning organizations to diversify and break down barriers of traditionally defined industries. This framework provides an appropriate basis for internal corporate strategy discussions that surround big data investments by explaining how firms create value through various approaches. In addition, this we offer guidance for how firms might derive their own big data approach through the merits of aligning data strategy aspirations with data strategy authenticity.

The advantages of speed are often invoked by academics and practitioners as an essential condition during post-acquisition integration, frequently without consideration of the impact earlier decisions have on acquisition speed. In this article, we examine the role speed plays in acquisitions across the acquisition process using research organized around characteristics that display complexity with respect to acquisition speed. We incorporate existing research with a process perspective of acquisitions in order to present trade-offs, and consider the influence of both stakeholders and the pre-deal-completion context on acquisition speed, as well as the organization's capabilities to facilitating that speed. Observed trade-offs suggest both that acquisition speed often requires longer planning time before an acquisition and that associated decisions require managerial judgement. A framework for improving manager decisions during acquisitions is discussed and its implications for managers and research summarized.

The Facilitative Leader: Managing Performance Without Controlling People is a five-chapter book written by Steve Reilly, an author, business coach, and consultant to Fortune 100 companies. It provides tools to new managers who are struggling to figure out how to lead a team without being too controlling. He stresses that providing clear expectations, honest and constructive feedback, and personal accountability, it is possible to manage people's performance without controlling their behavior. In Chapter 1, the author outlines six factors that impact a person's ability to perform in their role: selection, expectations, resources, motivation, feedback, and accountability. He argues that managers can control these factors and therefore the performance of the people they manage. He writes that managers owe employees accountability so that employees can learn and grow in their positions. He then outlines the characteristics of autocratic behaviorist leaders and facilitative leaders, which will serve as the foundation for his discussion of leadership throughout the book.

The Facilitative Leader: Managing Performance Without Controlling People is a five-chapter book written by Steve Reilly, an author, business coach, and consultant to Fortune 100 companies. It provides tools to new managers who are struggling to figure out how to lead a team without being too controlling. He stresses that providing clear expectations, honest and constructive feedback, and personal accountability, it is possible to manage people's performance without controlling their behavior. In Chapter 2, Reilly begins by arguing that most managers do a poor job of communicating expectations, even though this type of communication is essential to ensuring the success of both the manager and the people under him or her. He explains that when managers don't set expectations, employees get them from other sources. He outlines two types of expectations, standards and goals, and describes the case of Genie Industries, a company that has used an "Expectation Letter" to communicate expectations and ensure mutual accountability. He then describes how to effectively use these types of letters and further develops his understanding of standards and goals.

The Facilitative Leader: Managing Performance Without Controlling People is a five-chapter book written by Steve Reilly, an author, business coach, and consultant to Fortune 100 companies. It provides tools to new managers who are struggling to figure out how to lead a team without being too controlling. He stresses that providing clear expectations, honest and constructive feedback, and personal accountability, it is possible to manage people's performance without controlling their behavior. In Chapter 3, Reilly provides rules that should guide managers as they give feedback to employees. He states that cheerleading is not a form of effective feedback. The rules he outlines include being honest and constructive, getting to the point, and establishing a dialogue (not a monologue). He instructs managers to understand the difference between praise and encouragement (which is more constructive and focuses on behavior rather than value judgments). Finally, the author tells managers how to give constructive feedback.

The Facilitative Leader: Managing Performance Without Controlling People is a five-chapter book written by Steve Reilly, an author, business coach, and consultant to Fortune 100 companies. It provides tools to new managers who are struggling to figure out how to lead a team without being too controlling. He stresses that providing clear expectations, honest and constructive feedback, and personal accountability, it is possible to manage people's performance without controlling their behavior. In Chapter 4, the author discusses why getting people to hold themselves accountable to their expectations is always better than forcing accountability on them. He defines the former as self-management and the latter as control. The best managers, then, facilitate accountability by making employees confident and giving them some control over their own work. Reilly also discusses intrinsic and extrinsic motivation and the pros and cons of both. He then outlines three tools that facilitative leaders have to help people become more responsible: feedback, strategic nonintervention, and choice of consequences.

The Facilitative Leader: Managing Performance Without Controlling People is a five-chapter book written by Steve Reilly, an author, business coach, and consultant to Fortune 100 companies. It provides tools to new managers who are struggling to figure out how to lead a team without being too controlling. He stresses that providing clear expectations, honest and constructive feedback, and personal accountability, it is possible to manage people's performance without controlling their behavior. In Chapter 5, Reilly describes how managers should have "come to Jesus" conversations with employees. He instructs them to frame the conversation in order to be firm and clear and impose a consequence that makes employees change their behavior or attitude. He then outlines how facilitative leadership can work in the context of American businesses.

Having worked for two VC firms before entering academia, Lakshmi Balachandra was mystified: Why did a proposal that looked so promising on paper become a nonstarter when it was actually pitched? She spent almost 10 years capturing what happens in pitch meetings and quantifying the results, and drew four broad conclusions: (1) Passion is overrated--VCs prefer a calm demeanor, which they equate with leadership strength. (2) Trust beats competence. (3) Coachability matters--most angel investors want to be hands-on mentors. (4) Gender stereotypes play a role--VCs respond poorly to high levels of stereotypically feminine behavior. Entrepreneurs should approach the pitching process less as a formal presentation and more as a give-and-take conversation in which attitude and mindset matter more than business fundamentals, she says.

If your industry is in turmoil, your instinct might be to double down on innovation so that your firm can get ahead of all the change. But new research from a team led by a professor from City University of London suggests you might want to hold off. Its study of innovation in Formula 1 racing showed that when car technologies were undergoing rapid shifts, the teams that produced very basic vehicles outperformed the rest.

Frustrated by some of his experience with public/private partnerships, the author began daydreaming about how State Street, which has a large charitable foundation, could attack the problem of workforce development. The foundation was already spending millions of dollars a year in the areas of education and job training, and State Street is one of Boston's largest employers: It could provide a job and a career at the end of a young person's education, which nonprofits could not. Furthermore, the company is full of Millennials who want to volunteer as mentors. In 2015 Hooley and his team launched Boston WINs ("workforce investment networks"). They committed to investing $20 million and hiring 1,000 graduates of urban schools over the next four years.

At the top of the ladder, the stakes are high and the demands intense. Too many CEOs falter in the job; about a quarter of the Fortune 500 chiefs who leave their firms each year are forced out. Clearly, boards do not always get their hires right. In conducting an analysis of in-depth assessments of 17,000 executives, the authors uncovered a large disconnect between what directors think makes for an ideal CEO and what actually leads to high performance. The findings of their 10-year research project challenge many widely held assumptions. Charisma, confidence, and pedigree all have little bearing on CEO success, it turns out. Instead, top performers demonstrate four specific business behaviors: (1) They're decisive, realizing they can't wait for perfect information and that a wrong decision is often better than no decision. (2) They engage for impact, working to understand the priorities of stakeholders and then aligning them around a goal of value creation. (3) They adapt proactively, keeping an eye on the long term and treating mistakes as learning opportunities. (4) They deliver results in a reliable fashion, steadily following through on commitments.

"Onboarding" is an apt term for the way many companies support new leaders' transitions, because not much more is involved than bringing the executive safely on deck. After that, he or she is expected to sort things out with little or no guidance. "Integration" suggests a more aspirational goal--doing what it takes to make the new person a fully functioning member of the team as quickly and smoothly as possible. That's not common practice, unfortunately. The authors' studies show that well-integrated executives can build momentum early on and reduce the average amount of time to full performance by a third, from six months to four. New leaders need the greatest integration support in five major tasks: assuming operational leadership; taking charge of the team; aligning with stakeholders; engaging with the culture; and defining strategic intent.

High potentials being groomed as future leaders would appear to have it made--but their seemingly good fortune can turn out to be a curse. As they strive to conform to company ideals for leadership, they often bury the qualities that made them special. They become reluctant to take risks, lest they prove themselves unworthy. This "talent curse" can hinder personal growth, performance, and engagement--and even push people out the door. If you are on a high-potential track, watch for three signs of trouble: (1) A shift from using your talent to constantly trying to prove it; (2) A preoccupation with your image, which feels increasingly inauthentic; and (3) The feeling that your present work is empty and only future opportunities will be meaningful. Then take these steps to break the talent curse: (1) Own your talent; don't let it own you. Balance others' expectations with your needs and learn to accept help. (2) Bring your whole self to work. Channel the darker sources of your talent. (3) Value the present. View your current work as a worthy destination, not merely a stepping-stone. The talent curse may be painful, but grappling with it is an important part of learning how to lead.

Many people with neurological conditions such as autism spectrum disorder and dyslexia have extraordinary skills, including in pattern recognition, memory, and mathematics. Yet they often struggle to fit the profiles sought by employers. A growing number of companies, including SAP, Hewlett Packard Enterprise, and Microsoft, have reformed their HR processes in order to access neurodiverse talent--and are seeing productivity gains, quality improvement, boosts in innovative capabilities, and increased employee engagement as a result. The programs vary but have seven major elements in common. Companies should: (1) Team with governments or nonprofits experienced in working with people with disabilities; (2) Use noninterview assessment processes; (3) Train other workers and managers in what to expect; (4) Set up a support system; (5) Tailor methods for managing careers; (6) Scale the program; (7) Mainstream the program. The work for managers will be harder, but the payoff to companies will be considerable: access to more of their employees' talents along with diverse perspectives that will help them compete.

Innovation is often seen as the engine of growth, but there is a dark side: Unmanaged innovation frequently leads to excessive business complexity--in supply chain, sales and marketing, product development, IT, and administrative processes--leading to higher expenses and difficulties for customers and employees. Every time customers are asked to enter the same data twice, have inconsistent experiences when interacting with different parts of the business, or are forced to contact multiple people to get something done, it hurts the company. Every time employees can't access important information or their decisions get derailed by silos, it hurts the company. Excess innovation can even destroy a business. The authors offer three guidelines to address this problem: (1) Focus on product integration rather than proliferation; (2) Make sure that product developers are in close touch with customer-facing employees; and (3) Define your purpose in a way that will guide decision making.

Although the ability to manage torrents of data has become crucial to companies' success, most organizations remain badly behind the curve. More than 70% of employees have access to data they should not. Data breaches are common, rogue data sets propagate in silos, and companies' data technology often isn't up to the demands put on it. In this article the authors describe a framework for building a robust data strategy that can be applied across industries and levels of data maturity. The framework will help managers clarify the primary purpose of their data, whether "defensive" or "offensive." Data "" is about minimizing downside risk: ensuring compliance with regulations, using analytics to detect and limit fraud, and building systems to prevent theft. Data "offense" focuses on supporting business objectives such as increasing revenue, profitability, and customer satisfaction. Using this approach, managers can design their data-management activities to support their company's overall strategy.