243 Posts found for Source: INSEAD Knowledge

People clearly prefer flatter organizations, with less power distance between the tip and the base of the pyramid.

Content: Article | Author: Phanish Puranam | Source: INSEAD Knowledge | Subject: Organizational Behavior

Community is like the air around us, invisible and seemingly intangible. Yet it’s a fundamental part of any organization that brings together people in the pursuit of a common goal. Often a community’s “soft” characteristics, such as values and purpose, exert a stronger force on its members than formal governance.
 
Whether a community includes employees, alumni or people sharing the same passion, community managers need … [ Read more ]

Content: Article | Author: Ravi Kaneriya | Source: INSEAD Knowledge | Subject: Miscellaneous

Leaders must cultivate the seamless ability to mix forward-vision thinking, tactical execution and self-awareness – across the altitudes of leadership.

Content: Article | Author: Ian C. Woodward | Source: INSEAD Knowledge | Subject: Leadership

We don’t hire consultants for solutions; we hire them for knowledge acquisition. We will find solutions ourselves.

Content: Quotation | Author: Alexander Dyukov | Source: INSEAD Knowledge | Subject: Miscellaneous

Conventional wisdom would have us believe that to be a truly global enterprise, organizations need to “think global and act local”. This is deeply mistaken. The more successful global companies turn this old maxim on its head. Executives in these firms “think local”, i.e. how can the various locations in which they operate offer distinct knowledge, nurture strong distinctive local skills and benefit from those … [ Read more ]

Content: Quotation | Author: Yves Doz | Source: INSEAD Knowledge | Subjects: International, Management

The moves that led to Nokia’s decline paint a cautionary tale for successful firms.

Content: Case Study | Author: Yves Doz | Source: INSEAD Knowledge | Subject: Strategy | Company: Nokia

To maximize their success at the bargaining table, negotiators should maximize their power.

Content: Article | Authors: Adam Galinsky, Joe Magee, Michael Schaerer | Source: INSEAD Knowledge | Subject: Negotiation

Sceptics argue that enshrining social impact as a core value contradicts the basic nature of a for-profit enterprise. They insist that social concerns should stay separate from, and secondary to, primary business needs.

One compelling counter-argument is that while the common good may not always be a top business priority, attracting and retaining top talent absolutely is. And valued employees—like human beings in general—love to feel … [ Read more ]

Content: Quotation | Authors: Christiane Bode, Jasjit Singh | Source: INSEAD Knowledge | Subjects: Human Resources, Social Responsibility (ESG)

A new measure for gauging and understanding the challenge of business abroad.

Content: Article | Author: Michael A. Witt | Source: INSEAD Knowledge | Subject: International

Large organizations have many different heartbeats, and change managers need to listen to them all.

Content: Article | Author: Quy Huy | Source: INSEAD Knowledge | Subjects: Change Management, Management, Organizational Behavior

Even firms that typically prefer to centralise decisions needn’t miss out on the benefits of opening up their strategy making.

Content: Article | Authors: Daniel Mack, Gabriel Szulanski | Source: INSEAD Knowledge | Subject: Strategy

Companies are still working from a 20th century career playbook. It’s time for a new edition.

Content: Article | Authors: Antoine Tirard, Claire Lyell | Source: INSEAD Knowledge | Subject: Human Resources

When firms invest too heavily in buying back shares, there is likely to be trouble ahead.

Content: Article | Authors: Michael Olenick, Robert Ayres | Source: INSEAD Knowledge | Subjects: Corporate Governance, Finance, Management, Strategy

Long-standing directors and outliers alike could benefit from a crash course in the fundamentals of well-run boards. This was the subject of a roundtable discussion held in February 2017 as part of the INSEAD Directors Forum on the Asia campus. As discussion leader, I gave the participants a basic quiz designed to prompt reflection about how their board applies basic governance principles. It occurred to … [ Read more ]

Content: Article | Author: Noelle Ahlberg Kleiterp | Source: INSEAD Knowledge | Subject: Corporate Governance

Six practical steps to bridge the gap between HR and business, with an eye on the bottom line.

Content: Article | Author: Wouter van Essenberg | Source: INSEAD Knowledge | Subject: Human Resources

Human beings’ temporal awareness includes a personal, subjective sense of continuity between past, present and anticipated future. If that internal flow of events is crudely interrupted and nothing promises to restore it, we tend to resist. Even the most obviously necessary improvements will meet forceful opposition.

Content: Quotation | Author: Quy Huy | Source: INSEAD Knowledge | Subjects: Change Management, Organizational Behavior, Personality / Behavior

Without further institutional development, China is headed for the middle-income trap.

Content: Article | Author: Michael A. Witt | Source: INSEAD Knowledge | Subject: International – China

Shareholder primacy is causing secular stagnation.

Content: Article | Author: Robert Ayres | Source: INSEAD Knowledge | Subjects: Economics, Finance, Management

Specific staffing choices and high investment levels can prolong the lifespan of corporate venture capital units.

Content: Article | Author: Vibha Gaba | Source: INSEAD Knowledge | Subjects: Entrepreneurship, Innovation, Venture Capital

Innovation is culturally agnostic in one sense and highly culture-sensitive in another. While in theory, nothing prevents every country in the world from having its own Silicon Valley (although it would look different from place to place), there are seven cultural “universals” shared by every truly innovative society.

Content: Article | Author: Gordon Redding | Source: INSEAD Knowledge | Subjects: Innovation, International