Idea posted: March 2016

Institutions: LUISS Guido Carli    Nova School of Business and Economics    University of Technology Sydney   

Despite its best intentions, a company may have structures and processes in place that allows it to construct its own misfortune. This is organizational ‘zemblanity’, a term coined by writer…

Idea posted: February 2016

Institutions: IE Business School    Columbia Business School    Emory University Goizueta Business School    China Europe International Business School (CEIBS)    Rotterdam School of Management, Erasmus University    Utrecht University   

People react differently to decisions based on what they perceive was the fairness of the outcome as well as the fairness of the process — and whether or not they…

Idea posted: December 2015

Institutions: ESMT European School of Management and Technology    New York University Stern School of Business   

Shifting the bulk of compensation from mostly incentives (how much employees earn depends on how much they work) to mostly wages (employees earn the same guaranteed amount no matter how…

Idea posted: October 2015

Institutions: Rotterdam School of Management, Erasmus University    Hanken School of Economics    Aalto University School of Business    EMLYON Business School   

To make decisions, leaders must understand, to use the vernacular, ‘what is happening’. They must make sense of the events and situations that impact their areas of responsibility; this sense-making…

Idea posted: September 2014

Institutions: Stanford Graduate School of Business    Stanford Law School   

CEOs tend to be strong in decision-making and the financial elements of their jobs, but weak when it comes to managing their people and developing talent, according to a survey…

Idea posted: September 2014

Institutions: Harvard Business School    Fordham University Graduate School of Business   

There is a decision to be made. The decision makers know what they want to do, and take action. Reflecting on the action later, however, they realize that they did…

Idea posted: July 2014

Institutions: Vlerick Business School   

“Strategy is often like desert rain. Before the raindrops leave the desert floor, they evaporate, creating little or no effect below” — George Labovitz and Victor Rosansky, The Power of…

Idea posted: June 2014

Institutions: Arizona State University W. P. Carey School of Business    INSEAD   

The decisions of C-suites and boards are influenced by the previous experiences of their members. In uncertain situations, organizations gain legitimacy — and reduce the costs of experimentation — by copying others.…

Idea posted: June 2014

Institutions: Rotterdam School of Management, Erasmus University    London Business School   

It is well established, in research, that employees who are allowed to voice their opinions perceive decision-making procedures as more fair and are more likely to display pro-social behaviours and…