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Academy of Management Journal Archives - Ideas for Leaders

Setting High Performance Expectations Can Lead to Failure

Past research has demonstrated that high external performance expectations (e.g., from supervisors, co-workers, clients, family, friends, and the media) can motivate individuals to increase their efforts and be more persistent, leading to higher levels of performance. The source of this motivation is the desire to make a good impression on those who are watching. One […]

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In Uncertain Times It’s Best to Have Fewer Industry Experts on a Board

With good governance recognized as a key factor in a company’s success, the recruitment of new members to a board is a highly important and consequential task. New research focuses on the often-overlooked criteria of domain expertise — that is, whether having experts in the sector or industry of the company on the board adds […]

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Corporate Governance: The Power of Outside Directors on CEO-Only Boards

More and more board of directors have the CEO as the only insider on the board. At first glance, this movement toward near unanimous outside directors would seem to meet the mandate of independent oversight and governance that have defined corporate boards since the corporate scandals of the 1980s and 1990s. In fact, new research […]

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Corporate Values: Translating Platitudes into Sustainable Practices

Organizational values can exemplify the old saying that “words are cheap.” Inspiring words about ethics, diversity or sustainability etched on a lobby wall mean nothing if they are not reflected in the performance of actual practices within the organization. While such practices might seem to be developed and formulated at the top management level and […]

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Modernizing without Westernizing: Social Ties and Indian Business

Classical and neo-classical economic theory is predicated largely on an ‘impersonal’ model, in which transactions between parties are governed not by social obligations and kinship ties but by rational and objective calculation of individual gains.  This model is particularly associated with industrialized societies and the mature market economies of the West. One might, therefore, reasonably […]

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HQ Controls and the Speed of Strategic Decision-Making

The speed at which strategic decision-making takes place in an organization has been identified by many researchers as a critical factor for performance. Competitive business environments, shortened life cycles and increasingly global markets have only enhanced the importance of decision-speed. In many organizations, however, decision-making at lower levels, such as in strategic business units (SBUs), […]

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Self-Reflective Job Titles Reduce Emotional Exhaustion

A research team from Wharton and London Business School discovered the benefits of self-reflective job titles almost by accident. Wharton professor Adam Grant, PhD candidate Justin Berg, and London Business School professor Daniel Cable were investigating the impact of a series of initiatives by the Make-a-Wish Foundation’s CEO. These initiatives had the goal of fostering […]

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Positive and Negative Drivers of Creativity

The complexity and competitiveness of today’s business environment means knowledge of how creativity can be stimulated within organizations has become critical for effective managerial practice. Previous research has confirmed that positive affects, such as feelings of happiness and enthusiasm, lead to high creativity. But is positive effect alone all that is needed to encourage creativity, […]

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