Today’s consumers are subject to social pressure to support brands that are aligned with their personal values. When firms do not conform to their customer’s values, they often find themselves the target of boycotts. Managing in the age of boycotts is something firms need to pay attention to and understand how to manage.
To create lasting strategic advantages, leaders need to consider how organizational identity, a more intangible and less mobile feature of the firm, may be used to create a sustainable competitive advantage.
While rivalry can encourage managers to increase organizational effort or output, it can also increase the likelihood of unethical behavior.
The potential for anti-competitive behavior and collusion not only exists within ecosystems, but also across ecosystems and Keystone leaders, and has the potential to not only negatively impact consumers, but also many other stakeholders of these organizations.
Each type of innovation requires different, often opposing, structures, cultures, and processes. Thus, to become ambidextrous, companies must create a balanced mix of all three, each a leg in a three-legged stool.
The once highly successful airline industry’s challenges and problems typify the difficulties being faced by many other industries as well.
Resiliencing starts with adopting a mindset that emphasizes proactivity in looking for early signs of alarms and establishing and sustaining concrete practices.
Corporate Entrepreneurship applies the principles of entrepreneurship to established firms focusing on development, utilization of innovation, strategic renewal.
Many organizations erroneously interchange the terms diversity and inclusion, obscuring the focus, therefore the effectiveness, of well-intentioned interventions.
Consultants can add value by identifying, educating, facilitating, and guiding involvement of key decision makers and stakeholders through competent social dialogue
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.
This article proposes a model for examining and revitalizing identity attributes as needed to support organizational turnaround and avoid organizational death.
The process used to gather information in making decisions can be as important as the decisions. Do you rely more on sophisticated analytics or intuition?