Mit Sloan Management Review最新文献_第4页

Experiments in Open Innovation at Harvard Medical School: What happens when an elite academic institution starts to rethink how research gets done? 哈佛医学院的开放式创新实验：当一个精英学术机构开始重新思考如何开展研究时，会发生什么？

IF 4.2 4区管理学

Mit Sloan Management Review Pub Date : 2013-01-01 Epub Date: 2013-03-19

Eva Guinan, Kevin J Boudreau, Karim R Lakhani

引用次数: 0

Which way should you downsize in a crisis 在危机中，你应该以哪种方式裁员

IF 4.2 4区管理学

Mit Sloan Management Review Pub Date : 2010-06-08 DOI: 10.1108/hrmid.2010.04418cad.005

Christopher D. Zatzick, M. Marks, R. D. Iverson

引用次数: 29

Unconventional Insights for Managing Stakeholder Trust 管理利益相关者信任的非常规见解

IF 4.2 4区管理学

Mit Sloan Management Review Pub Date : 2008-01-01 DOI: 10.2139/SSRN.1088111

M. Pirson, D. Malhotra

引用次数: 91

Conflict in the Workplace 职场冲突

IF 4.2 4区管理学

Mit Sloan Management Review Pub Date : 2007-01-01 DOI: 10.4324/9780080575179-6

Larry Yu

引用次数: 10

Intuitive Decision Making 直觉决策

IF 4.2 4区管理学

Mit Sloan Management Review Pub Date : 2007-01-01 DOI: 10.4135/9781452276090.n139

Kurt Matzler, Franz Bailom, Todd A. Mooradian

{"title":"Intuitive Decision Making","authors":"Kurt Matzler, Franz Bailom, Todd A. Mooradian","doi":"10.4135/9781452276090.n139","DOIUrl":"https://doi.org/10.4135/9781452276090.n139","url":null,"abstract":"Should executives make decisions based on what their ?gut? tells them? Lately that idea has lost some favor, as technology?s ability to accumulate and analyze data has rapidly increased ? supplanting, according to some accounts, the high-level manager?s need to draw heavily on intuition. But intuition needs some rescuing from its detractors, and the place to start is by clarifying what it really is, and how it should be developed. Intuition is not a magical sixth sense or a paranormal process; nor does it signify the opposite of reason or random and whimsical decision making. Rather, intuition is a highly complex and highly developed form of reasoning that is based on years of experience and learning, and on facts, patterns, concepts, procedures and abstractions stored in one?s head. In this article, the authors draw on examples from the worlds of chess, neuroscience and business ? especially Austria?s KTM Sportmotorcycle AG ? to show that intuitive decision making should not be prematurely buried. They point out that although the study of intuition has not been extensively explored as a part of management science, studies reveal that several ingredients are critical to intuition?s development: years of domain-specific experience; the cultivation of personal and professional networks; the development of emotional intelligence; a tolerance for mistakes; a healthy sense of curiosity; and a sense of intuition?s limits. Companies should, of course, continue to exploit their abilities to mine data as a means of obtaining a competitive edge. But they shouldn?t overlook the continuing value of experienced executives who can draw on their intuition to make decisions when the numbers yield a question rather than an answer: Now what do we do?","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":"40 1","pages":"13-15"},"PeriodicalIF":4.2,"publicationDate":"2007-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81294657","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 39

How acquisitions can revitalize companies 收购如何重振公司

IF 4.2 4区管理学

Mit Sloan Management Review Pub Date : 2005-01-01 DOI: 10.1108/sd.2006.05622aaf.002

F. Vermeulen

{"title":"How acquisitions can revitalize companies","authors":"F. Vermeulen","doi":"10.1108/sd.2006.05622aaf.002","DOIUrl":"https://doi.org/10.1108/sd.2006.05622aaf.002","url":null,"abstract":"Corporate executives typically have strategic explanations for their acquisitions: that buying the company in question makes sense geographically or that the products are synergistic. However, if you inquire two years later how the company has benefited, managers tend to focus on the \"softer\" factors with comments like, \"They made us rethink our decision-making processes,\" or \"They introduced us to a new approach to product development,\" or simply \"They shook up our culture.\" To understand this apparent contradiction, the author analyzes the acquisitions and performance of a number of large, successful companies. Several of the companies included in the research suffered from rigidity. However, the author found that companies were able to use acquisitions to restore a sense of vitality to their businesses and unleash a subsequent surge in performance. The acquired companies often stimulated the acquiring companies to develop new perspectives and different ways of doing things at critical times. Acquisitions kept their organizations fresh and vital. Even if the enterprises did not pursue acquisitions for this reason, the process of buying businesses and deciding how to integrate them into their corporate structures enabled acquirers to renew themselves before their products and operating methods became outdated.","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":"81 1","pages":"45-51"},"PeriodicalIF":4.2,"publicationDate":"2005-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83246487","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 35

The Serious Business of Play 严肃的游戏

IF 4.2 4区管理学

Mit Sloan Management Review Pub Date : 2005-01-01 DOI: 10.7892/BORIS.76174

Loizos Heracleous, C. Jacobs

引用次数: 16

Six Myths About Informal Networks -- and How to Overcome Them 关于非正式人际关系的六个迷思——以及如何克服它们

IF 4.2 4区管理学

Mit Sloan Management Review Pub Date : 2002-01-01 DOI: 10.1093/0195165128.003.0004

Rob Cross, N. Nohria, Andrew Parker

{"title":"Six Myths About Informal Networks -- and How to Overcome Them","authors":"Rob Cross, N. Nohria, Andrew Parker","doi":"10.1093/0195165128.003.0004","DOIUrl":"https://doi.org/10.1093/0195165128.003.0004","url":null,"abstract":"Over the past couple of decades, management innovations have pushed companies toward the ideal of the \"boundaryless\" organization. As a result of these changes, formal reporting structures and detailed work processes have a much diminished role in the way important work is accomplished. Instead, informal networks of employees are increasingly at the forefront, and the general health and \"connectivity\" of these groups can have a significant impact on strategy execution and organizational effectiveness. Many corporate leaders intuitively understand this, but few spend any real time assessing or supporting informal networks. And because they do not receive adequate resources or executive attention, these groups are often fragmented, and their efforts are often disrupted by management practices or organizational design principles that are biased in favor of task specialization and individual rather than collaborative endeavors. The authors initiated a research program two years ago to determine how organizations can better support work occurring in and through informal networks of employees; they assessed more than 40 networks in 23 organizations. They discovered in all cases that the networks provided strategic and operational benefits by enabling members to collaborate effectively; they also found that managers, if they truly wanted to assist these groups, had to overcome six myths about how networks operate. In this article, the authors explain the six myths and why they are harmful; in place of these assumptions, they offer reality checks that can be implemented to help networks become more effective. Senior managers who can separate myth from reality, and act accordingly, stand a much better chance of fostering the growth and success of these increasingly important organizational structures.","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":"33 1","pages":"67-75"},"PeriodicalIF":4.2,"publicationDate":"2002-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91254908","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 176

The Perils of Power 权力的危险

IF 4.2 4区管理学

Mit Sloan Management Review Pub Date : 2002-01-01 DOI: 10.2307/j.ctv1jk0jvb.7

Mary Kwak

引用次数: 13

Speaking in tongues 说方言

IF 4.2 4区管理学

Mit Sloan Management Review Pub Date : 1900-01-01 DOI: 10.2307/j.ctt46nrhj.21

D. Wagner

引用次数: 1