個案總覽

The COVID-19 pandemic is a once-in-a-lifetime health and economic emergency that has exacerbated longstanding structural weaknesses in economies worldwide. Policymakers therefore face a dual challenge: They must lay the foundation for a safe and sustainable recovery while at the same time, put in place a long-term plan for economic growth and prosperity for their country. The authors, executives with the Business Council of Canada, argue that the Canadian economy will recover best by focusing on three elements: people, capital and ideas. The tools the authors offer include a new approach to infrastructure; keeping taxes competitive; and getting better at commercializing research.

As we begin to emerge from the COVID-19 pandemic, leading global economist argues that seven 'new normal' ideas merit the attention of investors everywhere. They include a growing appetite for alternative investments, including cryptocurrencies; a higher profile for central bank digital currencies; and a demand for redistributive policies. While the bulk of investor focus in 2021 will be on a return to our previous way of life, she argues that it is even more important to probe beneath the surface-and that, in many ways, things will look very different than they did before COVID-19.

When members experience service failures, they get more upset than nonmembers. Here's how to mitigate the damage. plus BLM and the fortunes of black entrepreneurs, how knowledge work has changed in the pandemic, and more.

When researchers from Cass Business School compared data on board diversity with fines levied for misconduct, they found that banks with more female directors were fined less often and less significantly.

Conceptual frameworks like the BCG growth share matrix and SWOT analysis have had an enduring impact on business strategy and practice. The author provides seven evaluation criteria comprehensiveness, utility, validation, clarity, memorability, integration, and differentiation leaders can use to create more effective frameworks for their businesses.

Performing volunteer work for a charitable cause can help employees develop valuable skills for their jobs. But programs with that goal can backfire if volunteers believe that their employer's real motive is to profit through improved performance. People are more receptive when managers are transparent about the gains that can be achieved for all parties and when they're given time and space to reflect on their experiences.

New research shows that organizations seeking innovative ideas from crowdsourcing platforms can gain more responses to their problem statements by engaging contributors' imaginations while not limiting their creativity. The authors suggest five best practices for using crowdsourcing sites: personalizing the problem, challenging solvers to surpass the status quo, explaining customer needs, asking engaging questions, and highlighting tensions to be resolved.

Unfortunately, it is not uncommon for leaders to ask their employees to cross ethical lines. Though they may do so in an effort to enhance short-term results, for instance, or to gain personal benefits, they also run the risk of negatively affecting their employees' motivation and task performance over the long term.

It's hard to understand why successful leaders suddenly fail to meet expectations what the authors term leader derailment. While personalities are sometimes to blame, organizational context plays a significant role. Companies can help prevent derailment by identifying the most challenging demands leaders must overcome early on and providing them with better support systems.

We are moving toward a new work operating system that will deconstruct work into tasks/projects that may be assigned not only to employees but also to machines and contingent workers in talent marketplaces. This shift has profound implications for leaders. Some will increasingly act as project managers, while top-level leaders will gain new challenges in orchestrating an increasingly fast-moving style of working characterized by continual change and a lack of hierarchy.

Research into companies building workforce skills to compete in a tech-driven future finds that the most committed demonstrate a set of best practices for learning and development. These emphasize alignment with an organization's strategic direction, and flexibility in execution.

The persistent skills gaps across U.S. industries won't be bridged until companies rethink how they train workers. Workforce intermediaries community-based nonprofits, labor union affiliates, industry associations, industrial extension programs, and state-funded workforce and community college systems are partnering with companies to meet the challenge of rethinking fundamental assumptions about skills and prioritizing their continued development.

Organizations depend on data, and keeping data safe from cyberattacks can't be just the domain of IT anymore. Companies need a clear, comprehensive cyber resilience plan for managing all aspects of data and setting cross-functional responsibilities for keeping that data safe. This article outlines the key players and their responsibilities in taking a proactive, cross-functional approach to corporate cybersecurity.

Digital transformation is fundamentally changing the business landscape. It is also affecting the roles of top managers within firms. Our survey of more than 160 senior managers in Europe suggests that digitalization, rather than encouraging more decentralized forms of management, will lead to an expanded role for headquarters and further empowerment of top managers. While acknowledging the benefits of the digital transformation, in this Executive Digest we identify five key challenges for newly empowered top managers and offer solutions for these digitalization traps.

This case study of strategic contracting at Ticketmaster results in a process model for the execution of legally astute contracting. The findings are drawn from a qualitative case study of Ticketmaster led by its legally astute attorney-CEO Fred Rosen. The study offers a novel portrait of strategic legal decision-making and connects the private aspects of contracting with the legal, regulatory, and strategic environment.

The power motive, defined as the desire to impact the behavior and emotions of another person, has long been controversial. On one side, the exercise of power has been put forth as a fundamental human need greater in strength than the need to survive. On the other, it has been vilified for its potentially devastating consequences. We argue the latter view is distorted, and, by relying too heavily on it, we have come to misunderstand the essential nature of power and its use by leaders charged with driving performance. It is not the power motive that leads to corruption and tyranny, but rather how the power motive is channeled into behavior by other personality factors. Consequently, those charged with leader selection should place greater emphasis on how individuals with strong power motives differ in how they channel power. Doing so will support the selection of executives best equipped to deliver organizational performance.

Many employees unexpectedly were required to work from home during the COVID-19 pandemic of 2020. With this abrupt change came the challenge of blurred lines between career and personal life. Lacking designated home office spaces, countless individuals had to create improvised work setups in living rooms, kitchens, bedrooms -- wherever there was space. Moreover, the closure of schools forced many working parents to attempt productivity while concurrently supervising their children. As a result of these changes, numerous employees have experienced lower work productivity, lessened motivation, increased stress, and poorer mental health. One approach that may help employees going through the challenges associated with working from home is mindfulness. Mindfulness may be particularly beneficial as it can (1) help employees mentally disconnect from work when they need to; (2) improve individuals' attention to work tasks and thereby improve their performance; and (3) allow workers to better manage screen fatigue. In this installment of Work/Life Balance, we elaborate on how mindfulness may help employees deal with these work issues, explain how mindfulness can be cultivated, and provide a list of mindfulness techniques. We also provide a set of recommendations for managers and team leaders responsible for their employees' wellbeing and productivity.

Mentorship from other experienced individuals has become essential to entrepreneurs and their fledgling ventures, particularly in today's accelerators. However, even with the acknowledgment that mentoring and coaching improve an entrepreneur's likelihood of success, we know very little about the nuances of mentor-mentee relationships or the individual characteristics important to an entrepreneur's coachability. Therefore, we examined mentors and founders across entrepreneurial support organizations to investigate the factors that influence an entrepreneur's coachability, how coachability translates to venture outcomes, and whether or not the mentor-mentee relationship met the entrepreneur's expectations. We found that entrepreneurs that are more coachable are ultimately more successful during their time in these programs and are more satisfied with their mentorship experience. This article provides insights for the leaders of accelerators to improve mentorship opportunities and suggestions for entrepreneurs to improve their coachability.

Most manufacturing companies face the possibility of a product recall crisis, if not within their own firms, then certainly somewhere within their supply chains. Recall crisis management typically finds a home within literature on crisis management, public relations, communications, marketing and brand management, and related fields. However, this research seldom addresses the operations support that must be mustered behind the scenes. The tumultuous material flows that can occur during a product recall imply a supply chain disruption. An effective response during the heat of a crisis therefore requires the foundation of a well-oiled supply chain. In this article I draw on learnings from the operations and supply chain management (OSCM) literature, integrate them with important precepts from the general crisis management and product recall literature, and identify managerial best practices that will help managers better prepare for product recall crises.

Chinese companies have been more successful in catching up with and sometimes surpassing, their global competitors in some industries but not all of them. This holds true for markets in China and international markets. In this article, we show how both the demand and the supply sides of an industry explain these differences, in terms of the existence of market and capability ladders that can help a new competitor climb from the low end, though the middle, and to the top. We then propose several alternative strategies that multinational companies can follow to respond to growing Chinese competition and recommend strategies with the most potential for a particular market and industry.