Research Highlight

Research shows that “Zoom fatigue” is a demonstrable neurological phenomenon. Address it with these practical strategies.

When managers build more diverse networks, they’re more likely to recognize the value of employees’ breakthrough ideas.

To be effective, corporate purpose must be embedded in an organization and aligned with goals, strategies, and metrics.

Research finds that placing more senior managers in cybersecurity roles can lead to overconfidence about defenses.

Consumer ire over vendor restrictions is leading to new right-to-repair laws in many jurisdictions.

Agentic AI adopters must proactively address decision rights allocations, power dynamics, and decision-making practices.

Learn how to design work systems and resource portfolios to address bottlenecks that affect company performance.

Consider these three takeaways for leaders on how to avoid pitfalls while using generative AI tools in decision-making.

Research reveals eight types of consumers, whose commitment to and willingness to pay for sustainable products varies.

Women who demonstrate leadership behaviors and traits are less likely than men to identify as leaders.

A study uncovers how taking a strategic approach to diversity, equity, and inclusion can boost financial performance.

Relying on generative AI tools to boost human efficiency can lead to more homogenous, less-original work outputs.

Research shows that better decision-making can be achieved through the strategic use of artificial intelligence systems.

Learn how to transform employees’ use of publicly available GenAI tools at work from organizational liability to asset.

Factory inspections yield more thorough and honest assessments when protections for auditors’ safety are in place.

Digital disruption is not always an organization’s best option. Here’s how to decide whether to disrupt or adapt.

Prompting users to spot errors when using generative AI to complete reports improves the accuracy of the final product.

Digital nudges can encourage reactive thinking and limit employees’ ethical thinking.

Insecure managers who feel threatened by subordinates who have innovative ideas need incentives to change their behavior.

Managers who stymie their high performers’ internal advancement do so at their own expense, research shows.