49 Posts found for Source: Kellogg Insight

[Risk opportunities are] largely ignored because risk has been presented as a downside, not necessarily as an upside. What is fascinating about risk and understanding your competitive position against risk is that if your competitor is to falter—if you could assist your competitor in some demise—their assets (be they market share, factories, brands, etc.) get transferred. And in the context of risk, if we … [ Read more ]

Content: Quotation | Author: Russell Walker | Source: Kellogg Insight | Subject: Risk Management

“The teams that can meet the creative challenges posed to them are the hallmark of the most successful organizations,” writes Leigh Thompson, the J. Jay Gerber Professor of Management and Dispute Resolution at the Kellogg School, in a new book published by Harvard Business Review Press.

Yet, she argues, most of the time collaboration fails to live up to its potential, largely because teams fall victim … [ Read more ]

Content: Article | Author: Leigh Thompson | Source: Kellogg Insight | Subjects: Innovation, Organizational Behavior

If a company makes purchases from its suppliers more unpredictably than it sells to its customers, it is said to “bullwhip.” Bullwhips can cause problems in the supply chain because it may be difficult for suppliers to adjust production in response to the changeable demand.

“Up until now,” says Robert Bray, an assistant professor of managerial economics and decision sciences at the Kellogg School, “anyone who … [ Read more ]

Content: Article | Source: Kellogg Insight | Subject: Operations

CSR can drive economic and reputational value in targeted circumstances and, improve a company’s bottom line. To make CSR a value-generating strategy executives must understand the contexts in which responsible practices are more likely to pay off and implementing the practices with specific principles, including competence, in mind. In this sense CSR works like other dimensions of strategic positioning, such as the quality of products … [ Read more ]

Content: Article | Author: Daniel Diermeier | Source: Kellogg Insight | Subject: Social Responsibility (ESG)

Proponents of corporate social responsibility (CSR) initiatives tend to justify their position by arguing that these expenditures improve a company’s economic performance―allowing it to earn higher profits through enhanced brand reputation, more-productive employees, and insulation from regulatory penalties. In other words, executives promote the company’s own interests by pursuing a strategy of “doing well by doing good.”

In contrast, economist Milton Friedman proclaimed in 1970 (the … [ Read more ]

Content: Article | Authors: Clare Wang, James Naughton, Thomas Lys | Source: Kellogg Insight | Subject: Social Responsibility (ESG)

Because management is not an exact science, several approaches that appear obvious turn out to have little value. In a book published this year—and particularly in a chapter devoted to pricing and competition—Kellogg School of Management professors Rakesh Vohra and Lakshman Krishnamurthi outline why many preconceived ideas can be wrong.

Content: Article | Source: Kellogg Insight | Subject: Pricing

In recent years, women have been making their way in ever-increasing numbers to the uppermost rungs of the corporate ladder, ascending to leadership positions once occupied almost exclusively by men. All of this got David Matsa, an assistant professor of finance at the Kellogg School of Management, wondering: will women at the top of the corporate world be different sorts of leaders than men are? … [ Read more ]

Content: Article | Source: Kellogg Insight | Subject: Women in Business

In looking at the great leaders of history many people probably assume that they must have taken a particularly active role in running their organizations. But J. Keith Murnighan, a professor of management and organizations at the Kellogg School of Management, says that is not the best way to manage an organization. Murnighan contends that the most successful leaders delegate virtually all the regular work … [ Read more ]

Content: Article | Source: Kellogg Insight | Subject: Management

When are people individuals and when are they part of a group?

Content: Article | Source: Kellogg Insight | Subject: Organizational Behavior

“What if” is a powerful and emotional question. People often fantasize about how they would handle a tough situation if they got a second chance. At the other extreme, individuals may undergo a life change when someone they care about survives a near-calamity. They ponder, What if he or she had died?
Such counterfactual reflection, as it is called, can elicit intense feelings. People who imagine … [ Read more ]

Content: Article | Source: Kellogg Insight | Subject: Organizational Behavior

When one company merges with another, common business wisdom suggests that the newly combined firm has a lower risk of going into default, because the transaction gives the merged corporation greater diversity than the two individual participants. But according to a study by Craig Furfine, a clinical professor of finance at the Kellogg School of Management, and Richard Rosen, of the Federal Reserve Bank of … [ Read more ]

Content: Article | Source: Kellogg Insight | Subjects: Mergers & Acquisitions, Risk Management

The striking similarities between ecological and organizational networks. Based on the Research of Serguei Saavedra, Brian Uzzi And Felix Reed-Tsochas

Content: Article | Author: Brian Uzzi | Source: Kellogg Insight | Subject: Organizational Behavior

When people think of selling goods over the Internet, many envision e-commerce sites such as Amazon or Zappos, but the majority of retail sales still happen offline. Jan Van Mieghem evaluated how vendor websites can lead to old-fashioned orders.

Content: Article | Author: Jan Van Mieghem | Source: Kellogg Insight | Subjects: IT / Technology / E-Business, Marketing / Sales

Achieving diversity within an organization is not just a laudable accomplishment in its own right. According to research by Katherine W. Phillips, groups with diverse memberships often perform better than ones with more homogeneous make-ups.

Content: Article | Author: Katherine W. Phillips | Source: Kellogg Insight | Subject: Organizational Behavior

“Sleep on it” is common advice given to anyone facing a big decision. Yet research by Loran Nordgren shows you may want to stick with your first impression instead.

Content: Article | Author: Loran Nordgren | Source: Kellogg Insight | Subjects: Customer Related, Organizational Behavior

Determining compensation for sales professionals is often a trade-off between salary and incentive-based plans. Anne Coughlan examined a multitude of compensation arrangements to discover the “best” plan for a person depends on a number of factors.

Content: Article | Author: Anne Coughlan | Source: Kellogg Insight | Subjects: Human Resources, Marketing / Sales

We have all made decisions we regret, and while we may hate the sinking feeling that often follows, research by Neal Roese shows the emotion we all share has its benefits.

Content: Article | Author: Neal Roese | Source: Kellogg Insight | Subjects: Organizational Behavior, Personal Development

The impact of increases in the minimum wage has long caused controversy in political and management circles. Supporters of regular increases argue that those raises are necessary to keep working people from falling below the poverty line. Opponents contend that the increases actually prevent less qualified workers from entering the labor pool because employers can no longer afford to hire them.

Unfortunately, little data existed to … [ Read more ]

Content: Article | Source: Kellogg Insight | Subject: Economics

If consumers like to choose the products they buy, then providing more choice would seem like a smart business decision for a retailer. Research by Alexander Chernev suggests this is not always the case.

Content: Article | Author: Alexander Chernev | Source: Kellogg Insight | Subject: Marketing / Sales

Putting the team first helps solve the “cooperation problem”: Cooperation is risky business—group members who place their own interests above the greater good can scuttle the whole endeavor. But cooperation is everywhere, and research by J. Keith Murnighan shows consistent contributors may be the key to successful groups.

Content: Article | Authors: J. Keith Murnighan, Mark Weber | Source: Kellogg Insight | Subject: Organizational Behavior