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Emerging generative AI technologies such as ChatGPT are putting new tools in the hands of hackers. Companies will need to shift from traditional defensive tools and rule-based strategies to respond to next-level AI-generated threats in real time. This will require both smarter technologies and smarter employees. The authors discuss businesses' options for establishing a modern approach to cyberdefense in the face of artificial intelligence-based security threats.

Artificial intelligence (AI) technologies are engaged in a harsh battle for market dominance. This article examines the emergence of a dominant design in terms of technology, service, and business model innovation. We conduct a theoretical synthesis of the literature on industrial organization, technology management, network economics, operations management, and strategic management - with the implications of each theory related to the dominant-design battle in AI. The findings indicate a dominant design for AI will be based on innovation concerning business models as much as on technology, and that the dominant business model will include AI as a service.

In the context of platforms, an open architecture is instrumental in enabling innovation by complementors. But as complementors increasingly deplete the innovation opportunities that the platform architecture affords, the platform architecture must evolve to reinvigorate the platform's generative capacity. This article underscores the role of complementors in the process of platform architecture evolution by introducing the notion of architectural generativity. Architectural generativity involves actively soliciting and selectively incorporating contributions from complementors to help evolve the platform in unforeseen ways. In the case of the Mozilla Firefox web browser platform, complementors contributed new ways to facilitate access to the platform's technological components and suggested better ways to control the platform and its architecture.

Orchestrating an ecosystem requires coordination to create value, but prior research has tended to emphasize centralized ecosystem control over solutions involving distributed governance. By studying multilateral public-private collaborations to develop scientific knowledge to find a cure for Alzheimer's disease, we identify a new model of ecosystem control - indirect and distributed governance using R&D consortia. We report archival and interview data on 46 consortia with overlapping corporate, nonprofit, and governmental membership. We find three models of consortia that allow member organizations to jointly orchestrate an ecosystem without centralized control. We discuss the broader implications of this model for orchestrating ecosystems.

Global increases in employee absenteeism over the past couple of years can be traced not only to physical illness related to the COVID-19 pandemic but to mental health issues as well. The authors propose the concept of well-being intelligence and share ways managers can apply it in practice, including recognizing their own mental health challenges at work so that they are better equipped to help improve well-being among their team members and throughout the broader organization.

Only 16% of new corporate ventures succeed, mainly because there are few methodologies for reaching scale. The authors' research shows that successful companies use scaling paths. Such paths require a clarity of ambition; an understanding of the assets needed to access customers, capabilities, and capacity; and a willingness to use a variety of techniques to assemble those assets into a coherent strategy for attaining scale. This article offers leaders five lessons for blazing a scaling path.

Corporate Social Responsibility (CSR) is often criticized for being overly broad and abstract, if not cynical and deceitful. This leaves many stakeholders frustrated or disengaged, including occasionally the organization's own staff and shareholders. We see the extraordinary disruptions of the past three years amid the COVID-19 pandemic as an opportunity to reengage with CSR in a more meaningful way. Echoing early conceptualizations by academics and practitioners, we turn to the idea of neighborliness as a guide for this transformation, outlining concrete ways in which this can be operationalized for focused engagements that reflect each company's embeddedness in distinct communities.

Black hat workshops are a type of competitive insight workshop that can help organizations model how competitors might behave in a particular scenario. The author describes how these sessions can help teams simulate the outcomes of decisions and situations their company will face in the real world through role-playing exercises. He also offers a step-by-step guide to conducting black hat workshops to better anticipate competitors' next moves and develop successful market strategies.

The delegation of managerial functions to algorithms transforms management practices by automating repetitive tasks and enhances the role of managers as coordinators and decision makers. Algorithmic management functions also have potential to alter power dynamics within organizations and raise ethical challenges. Organizations should investigate how they can profit from algorithmic management and nurture algorithmic competencies to build a symbiosis between human and machine capabilities.

Remote and hybrid work environments can breed distrust, or "productivity paranoia", between managers and employees or between remote and in-person colleagues. The author describes four steps managers can take to foster a culture of trust and honesty when people aren't able to interact and develop relationships with one another in person.

The authors propose a framework for more effective board governance related to inclusion practices: the CARE (Composition, Activation, Review & Report, Ecosystem) model. Boards can challenge themselves to diversify their own composition, activate diverse perspectives through inclusive decision-making, review and report on their progress, and advance diversity, equity, and inclusion within the entire ecosystem their own workforce, the marketplace, and society.

Companies run better when employees help one another, but good intentions don't always lead to sustainable actions or follow-through. The authors examined how failing to help colleagues can affect both an organization and the employees involved. What they found is that cultivating self-compassion at work may be key to boosting helping behaviors among employees, especially when leaders model the behavior.

The ability to commercialize products based on distributed innovation is one of the critical challenges of large-scale open innovation. While this issue has been largely investigated in relation to open-source software (OSS), the literature on commercialization strategies of open-source hardware (OSHW) is comparatively scarce, despite OSHW commercialization being more complex. Based on a multi-method exploratory study, this article shows that with OSHW, firms may strategically leverage a "gray area" between closeness and openness to take advantage of OSWH community innovations.

The authors' earlier research found that an employee's psychological safety and relationship with their manager are key drivers for them to feel able to bring up ethical concerns. The authors investigated further and tested managerial interventions that were found to increase that sense of safety and speaking-up behaviors.

Open innovation rests on the idea that not all the smart people work only for you, and managing human interaction across organizational boundaries is therefore central to open innovation. This article starts with outlining and reviewing research on this human dimension of open innovation. The article develops seven principles of innovation- producing encounters that can guide managers in enabling value creation through open innovation. We continue by introducing the rest of the special section, which expands beyond the human dimension to also include firms, platforms, and ecosystems, with important implications for the creation and capture of value from open innovation.

Leaders may try to instill a sense of their organization's purpose in employees as a motivator for strong job performance, but many people's priorities lie elsewhere, such as simply earning enough to provide for their family or personal interests outside of work. The authors recommend three things leaders can do to better manage employees, whether they are job-, career-, or purpose-oriented because even those who don't share in the organization's purpose can make meaningful contributions.

The COVID-19 pandemic resulted in widespread change and, for many, personal loss perhaps of loved ones, but also of events and structures that had previously provided a sense of safety and security. Many employees are now expected to accept a return to business as usual but are still grieving for what they have lost. The author explains what companies stand to lose when they fail to recognize employees' grief and suggests ways to provide support to help them move forward.

Many companies recognize the importance of increasing diversity and inclusion within decision-making teams, but providing opportunities for diverse employee populations to participate involves more than just offering them a seat at the table. Employees must also have the ability to truly impact team and organizational decisions, also known as shared impact. The authors suggest actions leaders can take to ensure that company decisions integrate and apply input from diverse groups.

Many executives are struggling to determine the extent to which they should integrate the management of employees and external contributors. The MIT SMR-Deloitte Future of the Workforce team looks at Cisco as a case example of one organization focused on a more strategic integration of its contingent workforce.

Which elements of corporate culture are most critical to women? And what are the most important cultural shortcomings causing women head for the exits? To address these questions, the authors analyzed the language that 3 million U.S. employees used in Glassdoor reviews to describe their employer. What they found is that toxic culture disproportionately affects women, with the widest gender gaps in perceptions of inclusivity and disrespect.