個案總覽

Although the Covid-19 crisis has halted travel in recent months, geographic mobility has become critical for managers and knowledge workers hoping to advance in today's globalized economy, and that trend is unlikely to reverse. Assignments far from headquarters can pay off financially and can boost your career by improving your problem-solving and leadership skills and building your networks. Yet they also have constraints and costs. Anyone contemplating such a move should think through its full implications first. Research on people in a variety of organizations around the world--from Indian bureaucrats to American consultants--suggests some common principles for getting the most out of relocations: Make moves early in your career, when hurdles are usually lower and you can apply the learning over many more years of work. Step out of your comfort zone to stretch your abilities. Find workarounds for constraints. To minimize the psychological costs, find ways to stay connected to home. Time your trips to HQ strategically, and plan the next step right from the start.

Although people tend to think of the American political system as a public institution based on high-minded principles, it's not. Politics behaves according to the same kinds of incentives and forces that shape competition in any private industry. Our elections and our legislative systems are drowning in unhealthy competition: The political-industrial complex wins, and the public interest loses. Business, in pursuing its short-term interests, has become a major participant in the politics industry, exacerbating its dysfunction. We can have healthy competition in politics--results, innovation, and accountability--by redesigning how we vote to connect acting in the public interest with getting reelected. Applying Porter's five forces framework illuminates the root causes of political dysfunction and points to the most powerful levers for transformation.

"At some point we will be able to reflect on the long-term consequences of this terrible time," the author writes. "Almost certainly [they] will include some good along with the bad." Negative experiences can bring a recognition of personal strength, the exploration of new possibilities, improved relationships with others, a greater appreciation for life, and spiritual growth. Posttraumatic growth often happens naturally, Tedeschi says, but it can be facilitated in five ways: through education (rethinking ourselves, our world, and our future), emotional regulation (managing our negative emotions and reflecting on successes and possibilities), disclosure (articulating what is happening and its effects), narrative development (shaping the story of a trauma and deriving hope from famous stories of crucible leadership), and service (finding work that benefits others).

The bold and brash captain of the U.S. women's soccer team talks about how she resets after losses, why she joined the racial justice protest, and more.

Companies need to focus on how people feel about them, even in a recession. PLUS the unanticipated effect of price promotions, building trust during the pandemic, hiding emotions at the office, and more.

Professor Henry Cronqvist of the University of Miami explores the connection between executives' socioeconomic backgrounds and their firms' personnel practices and policies.

The widespread shift to remote working can endanger corporate culture, but leaders can take action to protect and sustain it. They should recognize it in action and call it out, be open to modifications that arise from new circumstances, and take advantage of disruption to bolster core values.

Opportunity marketplaces are an example of a digital platform that can improve data-driven decision-making and align talent quickly to new priorities. In this pandemic-market environment, they represent a step change in companies' ability to efficiently and effectively match labor with tasks.

The COVID-19 lockdowns have underscored the degree to which some people are better able than others to work from home based on their occupations, home situations, or other factors. Likewise, some countries are in a better position than others to thrive under social distancing. Understanding how a country's mix of occupations, technology infrastructure, and demographics affect people's ability to work from home can help government and business leaders prepare for future disruptions.

Industrial co-creation projects are often complex and ambiguous, involving high levels of interpretive uncertainty over processes and outcomes. To boost the effectiveness of such projects, firms have increasingly adopted virtual reality (VR) technology and have experienced unique benefits by utilizing digital artifacts - interactive objects in digital environments, such as factory installation layouts or design visualizations. This article provides case evidence demonstrating how VR-enabled digital artifacts support firms to effectively implement tailor-made solutions in robotics and automation projects. The adoption of new digital co-creation practices redefines the traditional customer-provider roles in industrial co-creation, increasing engagement, reducing uncertainty, and improving project outcomes.

Leaders must engage with the issue of racism and discrimination, both because of its effect on employees and in order to demonstrate their genuine commitment to diversity and human rights. Here are five actions your organization can take right now to contribute to addressing the national issue of racism and help your employees cope.

The United Nations Development Programme focuses on solving the world's most complex problems, such as poverty and public health crises. Businesses can gain much insight from this sprawling U.N. agency, which has built one of the worlds' largest networks of accelerator labs. Here's what it has learned along the way and how some companies are starting to adopt similar models.

Companies that provide traditional products and services can harness IoT sensors and data to create value and generate new revenue through platforms. Before deciding how to proceed, they must assess their ability to collect sensor data, the data's value, and their ability to orchestrate data exchanges among users.

Data exchanges platforms where individuals and organizations voluntarily share data enable third parties to gain insights they couldn't otherwise access, with downstream benefits for consumers. To enhance and capitalize on the value generated, managers must become familiar with the unique features of data as a factor of production.

Managerial and academic literature provide only limited guidance on how to drive the digital transformation of sales. This article presents a model for in-depth analysis of sales processes, goals for each process in terms of effectiveness and efficiency, and a structured set of digital responses. For managers, it provides actionable guidelines on how to drive the digital transformation of sales, a large set of inspiring examples, and an international benchmarking opportunity.

Employees' beliefs about technological change, their "digital mindsets," are likely to influence their engagement in, or withdrawal from, their company's digital transformation initiatives. Employees' beliefs regarding the malleability of personal ability (fixed/growth mindset) and their beliefs about the availability of situational resources (zero-sum/expandable-sum mindset) influence the extent to which they see new technologies as providing opportunities for professional growth or as encroaching on their ability to display competency. This article examines the implications for managing digital transformation.

Big tech companies such as Google and Booking.com are running tens of thousands of experiments annually, and other businesses are following their lead. Here's how to use experiments in your company to better evaluate customer offerings and policies, test new ideas and innovations, develop and refine decision frameworks, and establish reliable facts in uncertain conditions and ambiguous situations.

A shift to widespread remote work during the COVID-19 pandemic has created new challenges, but the good news is that organizations around the world are experimenting with creative solutions to meet workers' needs. Analysis from a recent survey of HR leaders and other employees on the most meaningful actions their organizations have taken to support remote work uncovered five principles that can help leaders more effectively manage a distributed workforce.

As medical researchers and pharmaceutical companies race to develop treatments and a vaccine for COVID-19, they show how repurposing knowledge, resources, and technology already at hand can be a valuable innovation strategy.

Many organizations began fielding their largest-ever remote workforces during the coronavirus crisis. But that widespread shift to virtual work also poses risks to interpersonal networks within companies. With an understanding of how trust and cooperation might erode, managers can act to bolster good working relationships.