Assessing a job candidate’s willingness and ability to provide managerial leadership is hard. While good managers are critical to a company’s success, individuals build their managerial skills inside a given organization … so they are difficult for a hiring firm to assess from outside that organization. The good news is that a candidate’s prior career outcomes communicate important information about these important managerial capacities.

Encouraging consistent knowledge sharing among employees requires clear, well-communicated expectations. Our research reveals that when both supervisors and coworkers set daily expectations effectively, employees feel more motivated to share their knowledge regularly.

Women’s entrepreneurship is more than a survival strategy—it’s a force for transformation. In emerging markets, where poverty disproportionately affects women, starting a business expands capabilities, drives independence, and fosters societal change. But barriers remain. This blog unpacks the challenges, opportunities, and ripple effects of women-led businesses.

While intra-firm collaboration is often seen as key to successful innovation, excessive collaboration can hinder this. Understanding when to stimulate collaboration and when to foster isolation can help firms navigate the innovation landscape more effectively and create new innovations more successfully.

What do 3M’s masking tape, Xerox’s laser printer, and The Godfather movies have in common? These innovations were developed by employees who did not tell their managers. In the academic literature, this phenomenon is also known as underground innovation. From our study at Ford Motor Company, it seems that underground innovation is way more common than previously thought.

CSR managers today are more than internal advocates for sustainability; they are “issue brokers” navigating between internal priorities and external stakeholder demands. This blog explores their dynamic role, detailing key strategies like mobilizing external voices, buffering expectations, and moderating collaborations to align organizational goals with societal needs.

This study explores how Greek social entrepreneurs use bricolage—creatively drawing on scarce resources to solve problems and seize opportunities—to navigate crises and drive strategic growth. It distinguishes formational and strategic bricolage, highlighting their interplay and offering actionable insights for managers and policymakers.

Artificial Intelligence is widely recognized as the next frontier, unlocking new levels of productivity across industries. What is less discussed is how AI is set to disrupt one of its biggest advocates — consulting firms. Over the past 18 months, consulting firms have championed AI for its ability to transform client businesses. Yet, many have overlooked its potential to reshape a core aspect of their own business model: hourly billing.

Employees increasingly bring AI-tools as ChatGPT to work without supervision or formal authorisation from the organisation. This phenomenon, better known as ‘Bring Your Own Ai’ (BYOAI), presents opportunities for organisations, but also risks. Without an AI-strategy, organisations face data security and compliance issues. Organisations face important choices: What opportunities and risks does BYOAI create and why is a clear AI-strategy indispensable?