Research Feature

Not defining a problem well is one of the biggest obstacles to good decisions; use this simple story structure to help.

Psychological safety isn’t enough for innovation. Managers need to create conditions for healthy debate.

Leaders are meeting employee demands for more flexible work arrangements amid culture and innovation concerns.

As undervalued performers become more visible, they also gain more options to leave their employers.

Supply chain risks have become nearly incalculable. Managing them requires a capabilities-driven mindset.

Fostering a culture where character is valued equally alongside competence can result in better decisions and outcomes.

Advice on addressing toxic leadership, toxic social norms, and work design to improve corporate culture.

Better-informed decisions on customer relationship conversion, leverage, and defense can drive revenue and lower costs.

Leaders can improve the odds of design-thinking success by first ensuring that their organization is prepared for it.

Joint ventures are key to meeting strategic objectives — but neglecting governance puts JVs and their shareholders at risk.

Reporting on unethical conduct in the workplace is linked to employees’ degree of psychological safety.

A new model for developing diversity, equity, and inclusion in the organization can increase employee satisfaction.

A new framework helps companies implement a corporate purpose that engages employees and drives their daily actions.

Leaders must answer eight questions to successfully tackle innovation’s toughest trade-offs.

Successful AI adoption requires developers to think beyond business goals and address end users’ workflow concerns.

An experiment shows that target-independent pay can improve sales force performance, retention, and engagement.

Work that permits autonomy and demands problem-solving can bolster employees’ cognitive skills and ongoing learning.

Unit economics can help entrepreneurs determine if scaling their business will make it profitable.

Employee well-being and happiness are surprisingly powerful predictors of performance.

Incivility isn’t just about the office jerk. It’s also about dysfunctional employee relationships.