417 Posts found for Source: Ivey Business Journal

Organizations that understand social technologies’ key capability – to enable employees to connect with others to boost job and organizational performance – will realize significant benefits. Thus, organizations need to think strategically about using these technologies to help transform themselves into truly collaborative workplaces. These authors, who were integrally involved in one such exercise, describe how it’s done.

Content: Case Study | Authors: Bala Iyer, Bill Donaldson, Donna Cuomo, Salvatore Parise | Source: Ivey Business Journal | Subjects: Knowledge Management, Organizational Behavior

“It doesn’t fit the business case,” or “How are we supposed to measure the impact?” are just two of the most common excuses corporations offer for not drawing up and implementing sustainability initiatives in all aspects of their operations. These authors met with some of the leading practitioners of sustainability and identified how organizations can stop making excuses and start building sustainability into everything from … [ Read more ]

Content: Article | Authors: Pamela Laughland, Tima Bansal | Source: Ivey Business Journal | Subject: Social Responsibility (ESG)

Yves Doz is Professor of Strategic Management and the Timken Chaired Professor of Global Technology and Innovation at INSEAD, and Visiting Professor at the Helsinki School of Economics. He was Dean of Executive Education (1998-2002) and Associate Dean for Research and Development (1990-1995) at INSEAD. He has also taught at the Harvard Business School, Stanford’s Graduate School of Business, Seoul National University, and Aoyama Gakuin … [ Read more ]

Content: Thought Leader | Author: Yves Doz | Source: Ivey Business Journal | Subjects: Innovation, International

Innovating firms are able to internalize routines that facilitate variation (e.g., improvisation), have combinative capabilities (e.g., are capable of decomposing and recombining different types of knowledge), and can reflect, update, select, assimilate and integrate superior routines and capabilities. They develop routines for exchanging information with suppliers and for appropriating spillovers (which implies imitating activity). Good imitators possess much of the same: They are able to … [ Read more ]

Content: Quotation | Author: Oded Shenkar | Source: Ivey Business Journal | Subject: Innovation

Control is not leadership; management is not leadership; leadership is leadership is leadership. If you seek to lead, invest at least 50 percent of your time leading yourself—your own purpose, ethics, principles, motivation, conduct.

Content: Quotation | Author: Dee Hock | Source: Ivey Business Journal | Subject: Leadership

Creating a good product does not ensure success in the marketplace, though it is a necessary first step. The next steps, whose goal is to capture maximum value from the new product, are crucial. This article will help practitioners successfully structure these “next steps.”

Content: Article | Authors: Matthias A. Tietz, Simon C. Parker | Source: Ivey Business Journal | Subject: Innovation

There may be no better training ground for being a good leader than the armed forces. This Ivey professor served in the Canadian Navy and the lessons he learned more than 20 years ago have guided his own life and his approach to teaching leadership. Readers will learn what those valuable lessons are in this article.

Content: Article | Author: Glenn Rowe | Source: Ivey Business Journal | Subject: Leadership

The drive to build a sustainable company starts at the top, and is actively led all along the way by the CEO. Readers of this article will learn how the CEOs of two very different companies embraced sustainability and embedded the best practices for achieving it in their respective organizational cultures.

Content: Article | Authors: Bobbi Thomason, Christopher Marquis | Source: Ivey Business Journal | Subject: Social Responsibility (ESG) | Company: Burt’s Bees

If a client doesn’t control the consulting relationship, a project will fall short of expectations. Only when clients engage consultants based on merit and manage those consultants carefully, and only when company staff are seen as integral as the individual consultants, can companies hope to achieve or even exceed the goals they set. These authors tell readers how they can do that.

Content: Article | Authors: Gordon Perchthold, Jenny Sutton | Source: Ivey Business Journal | Subjects: Industry Specific, Management | Industry: Consulting

BP’s horrible missteps after the Deepwater Horizon rig exploded were almost predictable, given the culture of deceit and arrogance that executive actions had encouraged. While the accident could have been prevented, BP might have avoided its intense and deserved public flogging if only it had respected the best practices for managing a crisis – and for managing. Readers of this article will learn what BP … [ Read more ]

Content: Case Study | Authors: Murray Bryant, Trevor Hunter | Source: Ivey Business Journal | Subjects: Public Relations, Social Responsibility (ESG) | Industry: Petro / Chemical | Company: BP

Greater returns at greater risk is meaningless, this author writes. But greater returns and the same or reduced risk? Now that’s a worthwhile goal. That’s what corporate strategy must take into account.

Content: Article | Author: Michael E. Raynor | Source: Ivey Business Journal | Subject: Strategy

The resource allocation task of top management has received too much attention when compared to the task of resource leverage.

Content: Quotation | Authors: C.K. Prahalad, Gary Hamel | Source: Ivey Business Journal | Subject: Management

This governance expert has solid suggestions for making an audit committee what it is supposed to be – truly effective and beyond reproach.

Content: Article | Author: Richard LeBlanc | Source: Ivey Business Journal | Subject: Corporate Governance

It’s not that big of a stretch to say that many CEOs – too many, perhaps – would rather learn how to hit a three wood than move up the knowledge curve on accounting. But just like you can’t ask your caddy or anyone else to hit a three wood for you, you cannot – or at least should not – ask your CFO to … [ Read more ]

Content: Article | Author: John McCallum | Source: Ivey Business Journal | Subjects: Accounting, Finance

Almost faster than you can say mark-to-market accounting, management controls disappeared once Jeff Skilling became CEO of Enron. The rest is sad history and a shareholder’s worst nightmare come true. These authors document the subversion of Enron’s management controls and suggest the lessons managers can learn from the worst financial collapse in U.S. corporate history.

Content: Article | Authors: Clinton Free, Mitchell Stein, Norman Macintosh | Source: Ivey Business Journal | Subjects: Corporate Governance, Management, Organizational Behavior | Company: Enron

Character, not personality, defines a true business leader, and these authors describe the traits and values that make up the character of leadership.

Content: Article | Authors: Brian K. Cooper, James C. Sarros, Joseph C. Santora | Source: Ivey Business Journal | Subject: Leadership

In business, it is important to have options. Before making a decision, a manger should list the options and then decide.

Content: Article | Author: John McCallum | Source: Ivey Business Journal | Subject: Management

Every organization has a few people — very few people — who are its “Go-To” people…those to whom you can turn when you want a difficult situation sorted out, who will get the job done on time and on budget, and who won’t come up with a dozen reasons why it can’t be done but will discover how to do it.

Who are these “Go-To” people? … [ Read more ]

Content: Article | Author: Jeffrey Gandz | Source: Ivey Business Journal | Subjects: Human Resources, Management, Organizational Behavior

Numerous companies’ attempts to engage directors in risk management have failed either because those attempts themselves were not properly conceived or directors – and the companies – lacked specific tools to meaningfully involve directors. These authors advance three highly practical and effective tools that will enable boards to make that meaningful contribution to the risk management discussion.

Content: Article | Authors: Alex Wittenberg, Tom McDowell | Source: Ivey Business Journal | Subjects: Corporate Governance, Risk Management

The Austrian School puts great emphasis on individual choices and the crucial role that prices, acting as signals, have in those choices. The more prices depart from what they would be in a free market, the more concerned Austrian School economists become about economic performance.

The Austrian School believes in an absolute minimal role for government in economic affairs. In the jargon of the Economics 101, … [ Read more ]

Content: Quotation | Author: John McCallum | Source: Ivey Business Journal | Subject: Economics