Fostering a sense of high-involvement community strengthened by high-quality connections may be the recipe for competitive advantage in today’s marketplace.
This article reviews the primary roles of venture capitalists and relays key management advice from Silicon Valley VCs normally reserved for their portfolio firms.
Many organizations erroneously interchange the terms diversity and inclusion, obscuring the focus, therefore the effectiveness, of well-intentioned interventions.
Managing well matters in fighting against poverty; research finds the processes of everyday business has potential to improve the well-being of the global poor.
Growing research indicates many healthcare organizations are reaping the benefits of proactively investing in the development of succession management capabilities.
When does earnings management become earnings manipulation, and when does earnings manipulation become outright misrepresentation? This is an important question.
Leadership development is being transformed by trends that represent both ongoing evolution of market defined needs and the creativity of responses to them.
In an competitive world, leaders must become students of human relations and recognize that managing by command and control rarely works in today’s economy.
Consultants can add value by identifying, educating, facilitating, and guiding involvement of key decision makers and stakeholders through competent social dialogue
This article explains the role of covenantal leaders in understanding overlooked assumptions making up the unspoken psychological contract between leaders and followers.
Empirical observations, laboratory experiments, and game theory offer guidance for a prudent person doing repeat business with potentially untrustworthy partners.
Many working managers are interested in a flexible curriculum that focuses on results and are turning to web-based learning systems like knowledgesourcing.
Too often the ability of the community of disabled persons to constructively contribute to society and the recognition of their need to do so is overlooked.
This article proposes a model for examining and revitalizing identity attributes as needed to support organizational turnaround and avoid organizational death.
The experience of ambiguity can be unsettling and anxiety provoking for all concerned, thereby impairing organization members’ willingness and ability to change.