MIT Sloan Management Review

MIT Sloan Management Review Summer 2020

MIT Sloan Management Review leads the discourse among academic researchers, business executives and other influential thought leaders about advances in management practice, particularly those shaped by technology,  that are transforming how people lead and innovate. MIT SMR disseminates new management research and innovative ideas so that thoughtful executives can capitalize on the opportunities generated by rapid organizational, technological and societal change.

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United States
MIT Sloan Management Review
99,60 kr(Inkl. moms)
543,65 kr(Inkl. moms)
4 Nummer

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12 min
creating jobs and workspaces that energize people

We spend about 92% of our lives indoors, on average.1 That was true even before COVID-19 prompted people to hunker down and observe social-distancing protocols. Without intervention, it’s a trend that’s likely to continue long after the pandemic abates. Excessive time inside is problematic in light of what’s called the biophilia hypothesis — the widely held idea that because humans evolved in close connection to nature, we still harbor a strong innate desire to be in contact with natural elements and processes.2 When we fulfill that desire, research suggests, we tend to experience greater vitality and willpower, feel a sense of mental clarity, and engage in increased helping behavior;3 when we don’t, findings indicate that we are more susceptible to stress, depression, and aggression.4 Imagine the impact that’s likely to have…

16 min
what managers need to know about data exchanges

The idea that many businesses rely heavily on data to produce or market goods and services is not new.1 Indeed, even in 2018, four of the six top companies in market valuation — Amazon, Alphabet, Facebook, and Alibaba2 — based their business models on the use of data to optimize advertising. However, data differs greatly from traditional factors of production, such as capital and labor. For instance, to achieve scale, companies need data about large numbers of customers — especially when algorithms are used in advertising and other revenue-generating models. Given that scale, data interacts with personal privacy — even national security — in ways that other factors of production do not. These special attributes of data hinder its efficient and transparent trade in data markets, keep it in closed…

11 min
sustaining employee networks in the virtual workplace

The coronavirus pandemic has led to a surge in virtual work across companies, with many or even all employees working from home for an extended period of time. One of the key unintended consequences of this widespread switch to virtual work is the impact on the relationships and interpersonal networks within organizations. By better understanding how working remotely can damage connections, trust, and cooperation, managers can act to mitigate those effects. One of the biggest drivers of who interacts with whom in organizations is physical proximity — a phenomenon that’s been observed from the U.S. Senate1 to the Google campus.2 Amazingly, even a distance of a meter or two can make a big difference. When everyone goes virtual, though, employees can no longer casually run into someone in the hallway or…

15 min
why innovation’s future isn’t (just) open

New digital technologies have upended conventional business models, organizational structures, and operating processes in most industries. Almost every aspect of business — customer relations, supply chain management, after-sales service — has been radically altered. Nowhere is that more evident than in brick-and-mortar companies’ innovation processes. Facing tough competition from digital upstarts that are creating and capturing value in new ways, incumbents are trying to figure out how to keep up. While the need for innovation in the digital age may be an open-and-shut case, CEOs of these companies aren’t sure whether their innovation processes should be open, shut, or both. Many businesses that used to depend only on internal innovation have begun to tap external innovation to quickly acquire the digital capabilities they need to navigate the constant stream of new technologies.…

8 min
5 musts for next-gen leaders

Effective leadership isn’t ageless or immutable. Periodically, new technologies overturn established modes and sweep aside executives who don’t adapt. For most of the 20th century, after transformative technologies made it possible to measure the minutiae of human work, leaders concentrated on maximizing productivity and efficiency, many taking a command-and-control approach. But this autocratic style failed disastrously when upstart Japanese companies used newer technologies — focused on quality — to enter Western markets. In the mid-1980s, unwilling to make the organizational and leadership changes required by this shift in competition, American companies went bankrupt at rates not seen since the Great Depression. Those that survived augmented their long-standing functional silos with teams that enabled cross-functional collaboration, while their leaders learned to empower employees to make decisions. Today, business is being transformed again —…

7 min
how autonomy creates resilience in the face of crisis

The outbreak of COVID-19 has exposed the fragility of the global supply chain and, in turn, many companies’ organizational structures. In their pursuit to become ever more efficient, bear fewer costs, and eliminate redundancies, many organizations have come to rely on tightly coupled, interdependent systems. In this type of system, there is little slack and few buffers among its parts and, as we have now seen, little room to maneuver when something goes seriously awry. Dependencies span vast geographic distances, and they can be especially vulnerable to delays in another part of the chain. In the auto industry, for instance, manufacturers — from Toyota in Japan to General Motors in the U.S. — all rely on parts from China, and the industrywide emphasis on just-in-time delivery means they don’t carry much…