Idea posted: July 2014

Institutions: Vlerick Business School   

Around 20 years ago, academics and consultants Michael Treacy and Fred Wiersema identified three ‘value disciplines’ or models followed by top-performing companies: operational excellence, customer-intimacy and product leadership. The second,…

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: March 2014

Institutions: Change Logic LLC.    Harvard Business School    Stanford Graduate School of Business   

Strategic renewal is not an easy process to begin, fund, or lead, because it entails making changes before disruption occurs. The problem for many businesses, stretched as they are by…

Idea posted: January 2014

Institutions: Vlerick Business School    Lucerne Business School   

Once understood as something exceptional, change is increasingly seen as part of everyday working life. (The notion of the organization, somewhat paradoxically, now incorporates both change and stability.) Change management…

Idea posted: January 2014

Institutions: University of Heidelberg    Goethe University Frankfurt    University of Cambridge Judge Business School    Arizona State University   

‘Charismatic leadership’ has received much attention from researchers over the past few decades, lending support to theories that it is capable of fostering higher levels of employee and team performance…

Idea posted: January 2014

Institutions: University of Toronto Rotman School of Management    University of Buffalo    George Mason University   

Cynicism to change (CTC) is often studied at the individual level — how employees react to change. Indeed, employee CTC will impact whether or not change can be successfully implemented…

Idea posted: December 2013

Institutions: Maastricht School of Management    Delft University of Technology   

Buying integrated services is now the dominant ‘modus operandi’ for clients in IT outsourcing arrangements. But relatively little is known about how integrated services are co-ordinated and implemented by providers.…

Idea posted: November 2013

Institutions: WHU–Otto Beisheim School of Management    Kellogg School of Management   

While the commonly accepted wisdom is that new CEOs from the outside will be in a better position to bring change to an organization, the record indicates otherwise. They often…

Idea posted: October 2013

Institutions: IMD   

In the quest to achieve global efficiency, often companies find themselves faced with a dilemma: how can they manage the various processes needed to run a global organization, yet keep…