461 Posts found for Source: Knowledge@Wharton

For more than half a century, brainstorming has been the go-to method for teams to surface new ideas. But there’s ample evidence that shows it rarely works well. Research shows that individuals working separately tend to generate more creative ideas than groups brainstorming together. Good ideas get lost due to pressure to conform, fear of looking foolish, and the difficulty of breaking through the noise. … [ Read more ]

Content: Quotation | Author: Adam Grant | Source: Knowledge@Wharton | Subjects: Organizational Behavior, Teamwork

Putting people together in a group doesn’t automatically make them a team. Neither does convening a group of individual experts and giving them a problem to solve. Research reveals that the smartest teams aren’t composed of the smartest individuals. The best teams are aligned around a common goal, evaluated on a collective outcome, organized around a unique role for each member, and motivated to share … [ Read more ]

Content: Quotation | Author: Adam Grant | Source: Knowledge@Wharton | Subjects: Organizational Behavior, Teamwork

The Mack Institute’s Corporate Venturing Report presents a data-driven analysis of how corporations are engaging with startups today. Based on a systematic review of the world’s 500 largest companies, it reveals a corporate venturing landscape defined by structured, mutually beneficial partnerships. These collaborations enable corporations and startups to access new technologies, build business ecosystems, and tackle complex challenges.

Content: Article | Authors: Claudio Garcia, Gary Dushnitsky, Serguei Netessine, Valery Yakubovich | Source: Knowledge@Wharton | Subjects: Entrepreneurship, Management, Strategy

Very often when you say the word “culture” or the words “culture clash” in the context of mergers and acquisitions, companies or people will say, “We both wear jeans to work and have beer at the end of the day on Friday,” and then they say, “Our cultures are the same, therefore things will be fine when we do mergers and acquisitions.” That’s a completely … [ Read more ]

Content: Quotation | Author: Emilie Feldman | Source: Knowledge@Wharton | Subjects: Culture, Mergers & Acquisitions, Organizational Behavior

On [M&A] expectations, the problem lies with revenue synergies much more so than cost synergies. One study concluded that on average, the realization rate of cost synergies was somewhere between 60% and 90%. But the realization rate for revenue synergies was between 15% and 30%. It’s more straightforward to realize cost synergies — to gain efficiencies, to consolidate. So, companies tend to be much more … [ Read more ]

Content: Quotation | Author: Emilie Feldman | Source: Knowledge@Wharton | Subject: Mergers & Acquisitions

In this Nano Tool for Leaders, learn how to create more effective AI prompts using insights from Wharton research.

Content: Article | Authors: Ethan Mollick, Kartik Hosanagar, Prasanna Tambe, Stefano Puntoni | Source: Knowledge@Wharton | Subjects: IT / Technology / E-Business, Productivity / Work Tips

Implementing bottom-up feedback can improve management and productivity, according to research by Wharton’s Shing-Yi Wang.

Content: Article | Authors: Jing Cai, Shing-Yi Wang | Source: Knowledge@Wharton | Subjects: Management, Organizational Behavior

In this Nano Tool for Leaders, scientists from the Wharton Neuroscience Initiative provide eight steps to enhance online collaboration at work.

Content: Article | Authors: Michael Platt, Vera Ludwig | Source: Knowledge@Wharton | Subjects: Organizational Behavior, Teamwork

Accelerator programs boost startup performance across the board, but maximizing that success depends on program design, Wharton research shows.

Content: Article | Authors: Raffi Amit, Seb Murray, Valentina Assenova | Source: Knowledge@Wharton | Subject: Entrepreneurship

New managers typically receive no training for their new role. Wharton’s Peter Cappelli discusses three common struggles and how to avoid them.

Content: Article | Author: Peter Cappelli | Source: Knowledge@Wharton | Subjects: Human Resources, Management, Organizational Behavior

How does our relationship, as we develop it through the negotiation process, impact the post-negotiation outcomes that we really get?

We’re thinking about drawing a very crisp distinction between some transactions. Imagine that I’m buying a used car from you. We reach a deal, shake hands, sign the paperwork, and I drive off with my used car. I never see you again.

That type of transaction characterizes … [ Read more ]

Content: Quotation | Author: Maurice Schweitzer | Source: Knowledge@Wharton | Subject: Negotiation

Wharton’s Matthew Bidwell shares tips on how to elevate employee engagement and maximize the talent of your workforce.

Content: Article | Author: Matthew Bidwell | Source: Knowledge@Wharton | Subjects: Human Resources, Motivation, Organizational Behavior

PE firms have shed old skin and in recent decades become bigger, smarter, and more relevant in M&A and markets than ever before, argues a new paper co-authored by Wharton’s Paul Nary.

Content: Article | Authors: Aseem Kaul, Paul Nary, Shankar Parameshwaran | Source: Knowledge@Wharton | Subjects: Finance, Mergers & Acquisitions

Wharton marketing professor Jonah Berger’s latest research shows how a simple writing shift can make anyone more persuasive.

Content: Multimedia Content | Authors: Angie Basiouny, Jonah Berger | Source: Knowledge@Wharton | Subjects: Career, Personal Development

Companies can get their M&A act right if they pick their targets wisely, avoid overstating expectations of synergies, and manage cultural dynamics correctly, says Wharton’s Emilie Feldman.

Content: Article | Authors: Emilie Feldman, Shankar Parameshwaran | Source: Knowledge@Wharton | Subject: Mergers & Acquisitions

Growth stocks don’t generate the long-term returns that would justify their high multiples, according to the 2023 Jacobs Levy Center’s “Best Paper,” co-authored by Wharton’s Sean Myers.

Content: Article | Authors: Ricardo De la O, Sean Myers, Shankar Parameshwaran, Xiao Han | Source: Knowledge@Wharton | Subjects: Finance, Market/Investment

Business leaders do not have to choose between their values and creating value, according to a new study by Wharton’s Witold Henisz.

Content: Article | Authors: Seb Murray, Witold Henisz | Source: Knowledge@Wharton | Subject: Social Responsibility (ESG)

In an excerpt from their book ‘The Customer-Base Audit,’ Peter Fader, Bruce Hardie, and Michael Ross ask critical questions to help you gauge how much you really understand about your customers’ buying behavior.

Content: Article | Authors: Bruce Hardie, Michael Ross, Peter Fader | Source: Knowledge@Wharton | Subject: Customer Related

Instead of just looking at new innovation opportunities through the classic lens of financial impact/ROI, organizations should be evaluating opportunities against a “triple bottom line” consisting of people (community/social impact), profit (financial return), and planet (environmental benefit). There is an opportunity to leverage impact investing metrics like Impact Multiple of Money (IMM) that combine all three lenses.

Content: Quotation | Authors: Sanjay Macwan, Scott A. Snyder | Source: Knowledge@Wharton | Subjects: Finance, Innovation

Our experience indicates that many boards may not have enough clarity on their roles and responsibilities. What’s needed is a deliberate process for selecting new leaders to help them achieve their goals. Using the eight questions we developed will help ensure boards are applying the same rigor and analysis in selecting the right board leader as they would for a new chief executive.

Content: Article | Authors: Dennis Carey, Joseph E. Griesedieck, Michael Useem, Ram Charan | Source: Knowledge@Wharton | Subject: Corporate Governance