Organizational Behavior

For many leaders, the allure of best practices is strong and their expectations for results are unrealistic.

People who are satisfied with the current way of doing business are not likely to transform it.

Emotion-sensing technologies can lead to better decisions and alleviate stress — if privacy issues are addressed.

Some women who feel like they won’t “fit” a job description will talk themselves out of wanting it.

The “intangible assets” people bring to their jobs are valuable — but challenging to quantify.

Investopedia CEO David Siegel describes his innovative approach to office seating arrangements.

Research finds that teams lacking diversity may be more susceptible to making flawed decisions.

Research finds that the right kind of hierarchy can help teams be better innovators and learners.

The cost of bad data is an astonishing 15% to 25% of revenue for most companies.

Organizations need decision makers with central (and internalized) moral identities.

Companies should be more forthcoming about long-term value-creation strategies when communicating with investors.

Design thinking needs better alignment with the dynamics of established businesses.

With people living longer than ever, there must be a way to promote regular education.

Companies need a better understanding of how employees reach unethical decisions.

Digitization demands an unprecedented focus on cooperation and collaboration.

Emilio J. Castilla’s article “Achieving Meritocracy in the Workplace” wins the 2017 Beckhard Prize.

In certain circumstances, managers are more responsive to suggestions from the opposite gender.

Knowing the signs of negative emotions in employees can help managers respond more effectively.

In a thought-powered world, leaders must look beyond planning and execution and inspire ingenuity.

Executives can foster innovation by understanding and tapping the power of employee networks.