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In theory, companies create value for stakeholders by making risky investments. In practice, however, managers in large corporations routinely quash risky ideas in favor of marginal improvements, cost-cutting, and "safe" investments. Why are managers in large, hierarchical organizations so risk-averse? Corporate incentives and control processes actively discourage managers from taking risks. Whereas CEOs consider each investment in the context of a greater portfolio, managers essentially bet their careers on every investment they make--even if outcomes are negligible to the corporation as a whole. This article explains how loss aversion works, presents an analysis of just how much value manager attitudes toward investment risk leave on the table, and offers suggestions for changes in practices and systems.

Trans people often experience stigma and discrimination, hostility from others, and pressure to "manage" their identities in social settings, including the workplace. These experiences can set in motion a host of psychological responses that have devastating consequences for trans individuals' job satisfaction, turnover intentions, and emotional well-being. Despite growing public awareness of the struggles that trans individuals often face, many employers remain ill-equipped to create policies and workplace cultures that support their trans employees. Fortunately, a growing body of research suggests how they can more effectively attract, retain, and promote the health and success of these workers. Interviews with and surveys of more than 1,000 trans people over the past six years reveal four key areas of intervention that can cultivate a more trans-inclusive workplace: (1) basic signs of trans inclusivity involving bathroom use, dress codes, and pronouns; (2) effective support for gender transitions; (3) trans-specific diversity trainings; and (4) interventions to build resiliency.

Technology start-ups typically become successful by using injections of capital to grow as rapidly as possible and tolerating high risk in a rush for market domination. Entrepreneurs far from superstar innovation cities demonstrate that start-ups can achieve outsize success by following a different path. Frontier start-ups take a more balanced approach to growth, build resiliency into their models, and take a long-term outlook. In emerging markets, they are more likely to tackle fundamental societal challenges and to invest in their workforce.

The author, chairman of JetBlue and an adjunct professor at Stanford, has fired plenty of people during his long career--and he's been fired himself. In this article he outlines an empathetic approach in which the manager recognizes that he or she played a role in the employee's failure to perform--and that this difficult conversation, which should not be outsourced to the HR department, is something a manager should strive to handle well. The person you're firing today could become a key contact at a supplier or a client tomorrow. Peterson offers specific steps--and mistakes to avoid--to help this tricky process go as smoothly as possible: (1) Don't wait for a "firing offense." (2) Do be willing to fire friends or family. (3) Don't surprise people. (4) Do prepare and practice. (5) Don't hand off the dirty work. (6) Do deliver the message immediately and clearly. (7) Don't overexplain the decision. (8) Do be human. (9) Don't shift the blame. (10) Do be generous.

Dean Koontz is one of the world's most prolific and best-selling writers, with more than 120 novels to his name. During a difficult childhood, books were his refuge, so he has devoted his life--from 6:30 am to dinnertime, six days a week, for the past five decades--to creating fictional worlds across a range of genres for his devoted readers.

Philanthropic organizations rely heavily on point-of-sale solicitations--but a new series of studies shows that consumers often react negatively, perceiving the request as a violation of their social contract with the retailer. This can lead to diminished satisfaction and a decreased likelihood of revisiting and recommending the store. The researchers outline several strategies for inspiring customers to donate while minimizing the risk of a backlash. Retailers can reward customers for donations, with a small gift such as a reusable shopping bag; keep the process simple--for example, make the request via PIN pad, and ask customers to round up to the nearest full dollar amount; train employees to serve as the charity's ambassadors; demonstrate altruism and be transparent about how much will go to the charity in question; and carefully choose the charity partner and the time to launch.

New research by the University of Cambridge's Yeun Joon Kim and his colleagues reveals that an employee's negative feedback helps people raise their game.

We're seeing a new species of disrupter emerging in our economy: experience disrupters. These organizations have great products but offer even better experiences, and they're successfully outmaneuvering their competition by excelling at this. In a nutshell, how they sell is why they win.

Despite the wealth of research on effective teams â€" and regardless of individual effort and good intentions â€" organizations still struggle to deploy teams that achieve their potential. Our research suggests that mutually-reinforcing functional and cultural change processes, and the way in which these processes are combined, are critical for team-building success.

To disrupt, or not to disrupt? That is a very important question. Rather than single-mindedly heading down the path of would-be disrupter, new entrepreneurial companies can and should evaluate the trade-offs between disruption and other strategies. Doing so allows them to choose a strategy that is right for that startup, in that market, at that time, and to learn as the company commercializes its idea.

Clayton Christensen's Theory of Disruptive Innovation presciently explained that fast-moving disrupters entering the market with cheap, low-quality goods could undermine companies wed to prevailing beliefs about competitive advantage. In the last decade, however, disrupters have changed dramatically. They now enter the market with products and services that are every bit as good as those offered by legacy companies and make it harder than ever for traditional businesses to compete.

Tinder's gamelike user experience enticed overlooked users, led to rapid segment growth, and ultimately displaced industry incumbents.

Innovation and transaction platforms have enabled nearly every type of exchange and activity imaginable in today’s world, earning some of the companies that own them valuations in excess of $1 trillion. But while successful platforms yield a powerful competitive advantage with financial results to match, the nature of platforms is changing, as are the ecosystems and technologies that drive them and the challenges and rules associated with managing them.

Taking a one-size-fits-all approach to crowdsourcing - in which crowds without directly relevant knowledge are asked to address problems they're poorly suited to solve - is the cause of many crowdsourcing failures. Research suggests that three distinct types of crowdsourcing can be used to solve problems of differing scope and complexity and generate opportunities for innovation.

Amazon HQ2's vice president for workforce development, Ardine Williams, explains the rationale behind the company's strategy for upskilling its workforce even when the training it provides opens up new opportunities for its employees elsewhere.

Clayton M. Christensen's Theory of Disruptive Innovation has had an undeniable impact in business over the past two decades. In this Q&A with longtime collaborator Karen Dillon, he discussed the impact of disruption in today's tech-centric world and why theory is still such a powerful tool for decision-making, even as it continues to evolve.

Before organizations can rethink how to design jobs, organize work, and compete for talent in a digital age, they must systematically identify and develop the capabilities that they need now, and over the next decade, to innovate and survive. In their ongoing research, the authors have found that the competencies companies need most are business-oriented rather than technical. That's true even for brick-and-mortar companies that are trying to become more digital.

Facing sizable skills gaps in their current and future workforces, companies have stopped waiting for the traditional education system to supply the workers they need. Amazon, AT&T, and others have stepped in with their own solutions to fill those gaps. These companies may be shaping the future of not only their own workforces, but of yours as well.

Recruiting women directors can create positive feedback loops that pave the way for future diversity, and strengthen a board's role in supporting long-term innovation and creativity.

Data protection is important to businesses, and increasingly so as the paper-based world fades into memory. Information safeguards that were sufficient in the past no longer are in the current digitized environment. It is incumbent upon companies to keep their data secure, but what constitutes reasonable protection? In this installment of Business Law & Ethics Corner, we tackle this question and proffer Draper's Catastrophe Value Curve as an assessment tool toward that end.