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Harvard Business Review

Harvard Business Review

November/December 2020

For over 80 years, Harvard Business Review magazine has been an indispensable and unrivaled source of ideas, insight, and inspiration for business leaders worldwide. Each issue contains breakthrough ideas on strategy, leadership, innovation and management. Now, newly redesigned, HBR presents these ideas in a smart new design with improved navigation and rich infographics. Become a more effective leader by subscribing to Harvard Business Review.

국가:
United States
언어:
English
출판사:
Harvard Business School Publishing
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Bimonthly
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2
consider personality when structuring ceo pay

Management scholars have devoted considerable attention to how equity pay affects chief executives’ willingness to take strategic risks for their firms. They have generally concluded that the more equity a CEO personally holds, the less willing he or she will be to do anything that could jeopardize it—and shareholders often suffer from this abundance of caution. But missing from the equation, a team of researchers thought, were the effects of a CEO’s particular personality traits. The researchers assembled personality profiles on 158 executives named to head S&P 1500 manufacturing firms in 2004 and 2005 (a time frame chosen because the stock market was relatively stable). Directly measuring powerful executives’ personalities is difficult, so they took a backdoor approach, compiling biographical information along with interviews, writings, published quotations, and video clips of…

6
confidence doesn’t always boost performance

Professor Moore, DEFEND YOUR RESEARCH MOORE: When Elizabeth Tenney, Jennifer Logg, and I did this experiment, we expected to find that being confident would enhance performance. That made intuitive sense to us. But we simply failed to see that result. People who were told that they would perform well and felt positively about how they’d do fared no better than those who were told that they would get most of the answers wrong and were worried about it. So we figured maybe a math test wasn’t the best measure. Maybe we’d see different effects with different types of tests. HBR: Let me guess… We tried encouraging people—making them think they would do well—on a range of things: endurance and athletic challenges, trivia quizzes, boring persistence tasks, and even “Where’s Waldo?” puzzles. There…

2
how hospitals used routines, simple rules, and improvisation to deal with covid-19

During the spring of 2020, when patients suffering from Covid-19 threatened to overwhelm hospitals, health care professionals responded not just with courage but with ingenuity. Stories of their resourcefulness filled the news and social media. As we look at these reactions to a novel situation, however, we see something else: examples of how people utilized new routines, heuristics, and improvisation to work more quickly and effectively. New routines. Normal hospital practices were disrupted, but some of them could be rescripted. Emergency rooms have a process for managing patients’ arrival and treatment, for example, but patients were flooding in too rapidly as the pandemic spread. Hospitals replaced a multistep indoor admission process with screening patients’ temperatures outside the ER building so that people with high fevers would be prioritized. Doctors and nurses who weren’t…

6
to recognize risks earlier, invest in analytics

AUTHOR Chief decision scientist, Google You’ve probably heard business leaders justify their flat-footedness in a crisis by claiming that every organization is flying blind in times of deep uncertainty. But in fact some leaders know precisely where they’re going. They understand what’s required to chart a course through market turbulence, and they’ve built organizations with keen situational awareness. When it comes to developing the ability to figure out where things are heading and respond nimbly to a changing environment, nothing is more important than analytics. Unfortunately, in recent years analytics (also known as data mining or business intelligence) has become the unloved stepchild of data sciences, overshadowed by machine learning and statistics. Those two disciplines layer mathematical sophistication on top of a foundation of human intuition, creating an appealing illusion of objectivity and…

1
idea in brief

THE SHIFT The Covid-19 lockdowns proved that it is not only possible but perhaps preferable for knowledge workers to do their jobs from anywhere. Will this mark a long-term shift into all-remote work? BENEFITS AND CHALLENGES Studies show that working from home yields numerous benefits for both individuals and their organizations, most notably in the form of enhanced productivity and engagement. But when all or most employees are remote, challenges arise for communication, knowledge sharing, socialization, performance evaluation, security, and more. THE RESEARCH As more companies adopt work-from-anywhere policies, best practices are emerging. The experiences of GitLab, Tata Consultancy Services, Zapier, and others show how the risks associated with this type of work can be overcome.…

2
the culture effect

The interpretation of style markers can vary significantly by culture, context, and industry. A behavior that is considered a power marker in one situation may be considered attractive in another. For example: Eye contact: In the United States, making eye contact with managers senior to you is often seen as a marker of confidence. The same behavior in Brazil is seen as appropriately deferential (and not making eye contact is considered rude). In Japan, it is viewed as insubordinate and disrespectful. In all three contexts eye contact is a key marker of status, yet it is interpreted differently in each. Attire: How one dresses is a universal marker of status and influence. In some African countries wearing tribal dress is a power marker for both men and women. In the United States,…