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A majority of mothers with infants less than 1 year old participate in the labor force. Employers can modify the physical and social environments at work to accommodate breastfeeding employees and enable continued participation in the labor force. The purpose of our article is to (1) characterize breastfeeding policies and programs offered at workplaces currently in two Pennsylvania cities and (2) identify improvement areas to support breastfeeding employees in the workplace. We partnered with two business groups on health in Pennsylvania and electronically administered a survey to their employer members. Responses were aggregated into a workplace lactation support score that included scores on physical space, time, policy, and resources. Higher scores indicate that employers offered a large number of workplace lactation supports. We conclude by offering specific improvement opportunities that include a written policy communicated to all employees and the formal communication of lactation services. Employers can utilize workplace lactation support scores to elect interventions that are feasible for implementation in their organizations.

As demonstrated by both empirical and non-empirical research, women are more likely than men to be a target of workplace incivility. This manifests in a variety of negative outcomes for female employees, including turnover intentions, poor performance, and higher levels of stress. The problem is exacerbated for women in STEM fields due to factors unique to these industries. Herein, we outline the unique characteristics of STEM organizations that can foster the creation and sustenance of an atmosphere promoting workplace incivility against female employees. Then, we provide five best practice recommendations geared toward reducing incivility, improving work climate, and promoting overall retention of women in STEM.

In the information technology (IT) industry, women constitute only 33% of employees at the entry level and 17% at the leadership level. In this article, we outline the status of women in the workforce and discuss issues that affect their participation, with a specific focus on the IT sector. We claim that U.S. corporations can influence gender diversity in the IT industry by leveraging their relationships with IT suppliers. To this end, we propose the application of Nudge Theory during the strategic sourcing of IT services. We begin our narrative by describing the current state of gender diversity initiatives. Then, we detail gender diversity initiatives in the sourcing process as revealed by a survey on the topic as related to IT suppliers. We then briefly define Nudge Theory and provide examples of this theory as applied to an organization's supplier base. Finally, we present the details of our recommendation, which suggests that sourcing groups should include questions regarding women's participation in the IT supplier's workplace during competitive market events. We conclude with a call to action and a call to research.

This study integrates insights from Self-Determination Theory and Boundary Theory to present scenarios on how flexible workplace designs can trigger multiple motivational processes underlying gendered work/nonwork integration behaviors, and how these affect work/life conflict. We disentangle processes underlying work engagement and work/life conflict, explaining the paradoxical outcomes found with regard to gender inequality in terms of work/life performance, satisfaction, and health. Policy makers and organizations need an increased understanding and a reconceptualization of these issues, realizing that the ideal worker does not exist. Instead, a long-term perspective is needed in order to truly realize the potential benefits of flexible workplace designs for all stakeholders. Organizations need to take responsibility for preventing individual workers' depletion and stimulating the regeneration of workers' resources.

Although participation of women in entrepreneurship continues to grow, a gender-performance gap persists. While the differential inputs and values perspectives have investigated both external and internal forces that help explain this gap, neither perspective has considered an important cognitive mechanism that captures gender differences: identity. The purpose of this article is to examine the role of impostor fears in shaping entrepreneurial identity and the desire for business growth. Entrepreneurship has long been associated with masculine notions of success, which may lead women to discount themselves as 'real'entrepreneurs or successful in the context of these masculine norms. Our goal is to draw attention to women entrepreneurs' imposter fears in order to understand how women think about and construct their identity as entrepreneurs and subsequently contemplate the success and growth of their ventures. We also propose mitigating factors that can disrupt gendered norms and facilitate self-efficacy for women entrepreneurs in the pursuit of business growth.

Recent research has developed an in-depth understanding of how workers change their jobs on their own to improve their performance and well-being, a process called job crafting. This research suggests that managers, coworkers, and organizations need a better understanding of how to manage job crafting to capitalize on its benefits and reduce costs. This article will help organizations diagnose the occurrence of job crafting, recognize the differences between goal-oriented approaches to job crafting as opposed to withdrawal-oriented avoidance job crafting, and identify the seven specific types of job crafting: work role expansion, social expansion, work role reduction, work organization, adoption, metacognition, and withdrawal. We conclude with recommendations for managers, coworkers, and organizations on how to diagnose and manage job crafting.

Corporate accelerator programs-accelerators managed by or directly sponsored by one or multiple established firms-are becoming an integral part of startup ecosystems and an important startup engagement vehicle for established firms. Previous research focused either on independent accelerators or on corporate accelerator programs that one established firm operates internally. However, new accelerator models emerged recently, making the corporate accelerator phenomenon more diverse. The purpose of this article is to provide an overview of the different types of corporate accelerators, along with their objectives and characteristics in order for managers to better understand which type best fits their organization. Our insights on corporate accelerators emerged from secondary data and interviewees from companies and accelerator programs. We used these insights to categorize the programs into four corporate accelerator models that vary according to number of participants and the accelerator's management structure and explain how companies can select the right model for their objectives.

The workplace of the future focuses on how and what work is done, not where and when it is done. Thus, organizations increasingly provide new and innovative information technology (IT) to create the workplace of the future by effectively facilitating digital work. However, digital work means more than just using new, innovative IT. Along with increasing flexibility, employees also crave balance and structure when, for instance, it comes to the blurred boundaries between private and business life. Our article investigates how three organizations from diverse domains establish digital work. Based on our empirical results, we identify four major management challenges organizations need to overcome in order to introduce digital work environments effectively. Further, we identify lessons learned and derive eight recommendations for organizations to facilitate digital work.

Demarketing is a way for managers to cope with excess and/or undesirable demand for their products or services. In this article, we revisit the original framework and modify the classification scheme of demarketing concepts introduced by Kotler and Levy to reflect more contemporary issues. Previously, general demarketing topics addressed ways to curb excess demand due to temporary shortages, chronic overpopularity, and product elimination-all from a microenvironmental perspective.Herein, we add macroenvironmental concepts of protective demarketing and preventive demarketing. Formerly, selective demarketing addressed either undesirable or unprofitable consumption of the legitimate product/service; today, however, many firms across several sectors are fighting against the undesirable consumption of illegitimate products/services, such as pirated and counterfeit goods. We thus introduce the notion of combative demarketing. We conducted personal interviews with several industry experts to provide insight regarding current demarketing tools. Our discussions highlighted various measures that managers can employ to manage consumer demand, including using smaller packaging to reduce sugar/fat content, increasing the price of water, limiting visitor access to national parks, and educating consumers to identify counterfeit goods.

Elon Musk was charged with contempt-of-court for tweeting that Tesla would produce about 500,000 vehicles in 2019. The lesson is obvious—even a rocket scientist can get into trouble using social media. However, seemingly rational social media interactions can also land a brand in hot water with consumers. While an organization can still exert some control over who speaks to the press, it is nearly impossible to control employees’ use of social media. Thus, the next best thing is a social media policy vetted and implemented by the board to provide guidelines. The goal of the authors’ research was to identify themes and elements of effective policies in order to offer a best-practice guide to help companies better manage the risks they face. Using corporate social media policies from 85 publicly traded firms in North America, they performed content analysis to identify keywords and phrases related to the use of social media by members of the firms. As the authors examined the social media policies, four themes emerged: representation, legal, control, and judgement. During a social media controversy, if it can be demonstrated that a) the employee was speaking on her or his own behalf, and that b) the employee was not following the company’s communicated policy, then the firm can limit its liability.

Sales managers need to understand that linear relationships may be the exception rather than the rule. These managers have the unenviable job of trying to perpetually improve team performance. To do this, they must hire people with the right skills and then provide training, evaluation, and compensation programs. We normally label these attributes “good” or “bad” in respect to sales performance—for example, providing sales training is good; hiring arrogant salespeople is bad. But to understand the drivers and inhibitors of a sales team’s performance, a more nuanced view is needed. Relationships between key drivers or inhibitors and the sales team’s performance are more likely to follow a non-linear pattern, where diminishing or negative returns are realized. For example, a certain number of training hours improves salesperson performance, but additional training may have no impact, which becomes an unnecessary expense. In this article, the author looks at four common statements using linear logic, sales management realities, and non-linear rationales for comparison. These are 1) the use of customer relationship management technology improves a sales representative’s performance; 2) the more customer oriented a sales representative is, the better; 3) give salespeople more product lines to sell and they will sell more products; and 4) role stress has a negative impact on a sales representative’s performance.

Older companies have weathered numerous tumultuous business cycles and other crises and, as a result, have some inherent smarts. Accenture performed research on 577 multinational companies from non-tech sectors. In this group of firms, all established before 2000, it found 69 companies that stood out for their strong growth in the digital age. A closer look revealed that each has developed the confidence to look dispassionately at disruption—even digital disruption. As a result, each has cultivated an immunity to market pressure. These companies invest prudently rather than impulsively follow trends. How can other mature firms turn their age into an advantage? The confidence and prudence displayed by the growing firms in the study stem from two behaviours born of experience. First, these companies keep investing in their core businesses—even when it would be tempting to let them coast. Second, older companies know how to pace themselves. If the time is not right, they do not sprint into new business activities, even if competitors do. Being aware of competition and context is paramount to marketplace success. But trusting your company’s strengths and teasing out the overarching lessons it has learned over the years can make an even bigger difference.

Want a potential new boss to be satisfied after hiring you? Then resist the initial salary offer. This article is the result of a survey conducted of decision-makers during hiring to determine how counteroffers affect the workplace. The main research question was how employer perceptions of value, loyalty, and personal likeability are affected when a candidate responds to an initial salary offer with a counteroffer. Other issues addressed were how variables such as gender, tactic utilized, amount of the initial offer, and amount of the counteroffer affect employer perceptions. The article’s research found that, on average, when a candidate responds to an initial salary offer with a counteroffer, the end result is an increase in employer perceptions of value, a slight increase in perceptions of loyalty, and no change in perceptions of personal likeability. Furthermore, among male employers, these positive perceptions of value and loyalty were even more significant (perceptions of personal likeability remained unchanged). The research found that requesting a moderate increase is likely more advantageous than requesting a small increase. It also confirms the general negotiations principles of “be first” and “be high.” In addition, while controlling for all other variables, a male candidate’s counteroffer resulted in a markedly better offer than a female candidate’s counteroffer.

Most companies find it extremely difficult to achieve high organizational fluidity—even leading firms like Cisco and Microsoft. However, Huawei has made significant strides toward closing the gap between internal flexibility and the rate of external market change. The authors of this article carried out face-to-face interviews in Shenzhen over a period of five weeks, beginning in September 2015, with 15 former senior executives of Huawei, including seven vice presidents, two senior vice presidents, and one executive vice president. So how does Huawei achieve superfluidity? First, Huawei is structured primarily around customer needs so as to ensure the customer is at the centre of everything. Second, its support functions are built around flexible platforms. Third, its management-level employees are continually rotated between different jobs. Fourth, its culture is one obsessed with maintaining the pace of change. Huawei’s recipe for creating a superfluid organization is radical. It overturns the conventional wisdom that manufacturing companies need to be structured as a matrix of product-based business units, functions, and geographic subsidiaries, in favour of the kind of project-based organization used by construction companies, consultants, and investment banks.

Many people thought the #MeToo movement would have a deterrent effect. A group of researchers weren't so sure. In early 2018 they began a survey to determine whether their fears of fallout were justified. Indeed, both men and women predicted that men would be more reluctant now to engage with women at work in certain ways, such as meeting one-on-one or going for after-work drinks, even though such activities can be crucial for advancement. People of both genders also said they would be more reluctant to hire attractive women and to hire women for jobs that require close interpersonal interactions with men (for example, traveling). And a follow-up survey found that the backlash was even bigger than respondents had anticipated. The study shows that traditional sexual harassment training has little effect; instead, the researchers say, companies should educate employees about sexism and character.

Is it time to rethink the way we assess job applicants? A recent review of 81 workplace studies suggests that it is. In it Chad Van Iddekinge of Florida State and his colleagues found only a very weak relationship between workers' experience at previous employers and their performance on the job.

After working at his family's coat manufacturing company for a few years, the author realized that high-end coats made in Canada could become a luxury product globally. Targeting European consumers first, he introduced the brand and then marketed it in innovative ways, including outfitting polar explorers and TV and film crews who were shooting in remote cold-weather locations. Perhaps most important, he committed to domestic manufacturing and opened factories across Canada along with training centers for sewers. This paved the way for phenomenal growth and a successful IPO. Today the company has stores in 12 cities around the world and runs an international e-commerce business. Its focus on delivering an exceptional experience inspired the creation of "cold rooms" in the stores where shoppers can test products in temperatures as low as -25 Celsius before they make a purchase. As Canada Goose expands organically and through acquisition, Reiss says, the company will continue to make its coats in Canada and other products wherever it can get the highest-quality products at the scale it needs.

Every day, at almost every company, strategy is being hijacked by numbers. Because strategy is abstract, employees often mentally replace it with the hard metrics meant to assess whether the organization is succeeding at it. This tendency is called surrogation, and it destroys a lot of value. Take Wells Fargo. Executives there decided to track cross-sales to customers to measure performance on the bank's strategy of building long-term customer relationships. The focus on cross-selling goals led employees to open 3.5 million accounts without customer consent, which, with brutal irony, severely damaged the long-term relationships the bank sought. Though it's easy to fall into the surrogation snare, firms can take steps to avoid it. For instance, they can involve the people who'll implement a strategy in its formulation, so they'll be more likely to grasp it and less likely to replace it with a metric. Tying financial incentives to a metric is usually a mistake: It only increases the focus on the numbers. Using multiple yardsticks is very helpful, however; that highlights the fact that no single metric captures the strategy and makes people less apt to surrogate.

Eight years ago, Malnight, Buche, and Dhanaraj launched a study of high growth in companies, looking at three strategies known to drive it: creating new markets, serving broader stakeholder needs, and rewriting the rules of the game. To their surprise, they discovered a fourth driver they hadn't considered at all: purpose. Companies have long been building purpose into what they do, but usually it's seen as an add-on--as a way to, say, give back to the community. The high-growth companies in the study, in contrast, had made purpose central to their strategies, using it to redefine playing fields and reshape value propositions. The purpose of Mars Petcare, for instance--a better world for pets--guided its expansion from pet food into the larger ecosystem of pet health. The purpose of Securitas--contributing to a safer society--led the firm to redesign its offering to include not just physical guards but electronic services and predictive solutions. This article explains how executives can develop and implement a purpose at their organizations. It also describes the benefits they're quite likely to see once they do: a more unified organization, more-motivated stakeholders, broader impact, and more profitable growth.

Human beings are categorization machines, taking in voluminous amounts of messy data and then simplifying and structuring it. That's how we make sense of the world and communicate our ideas to others. But according to the authors, categorization comes so naturally to us that we often see categories where none exist. That warps our view of the world and harms our ability to make sound decisions--a phenomenon that should be of special concern to any business that relies on data collection and analysis for decision making. Categorical thinking, the authors argue, creates four dangerous consequences. When we categorize, we compress category members, treating them as more alike than they are; we amplify differences between members of different categories; we discriminate, favoring certain categories over others; and we fossilize, treating the categorical structure we've imposed as static. In the years ahead, companies will have to focus attention on how best to mitigate those consequences.