256 Posts found for Source: Stanford University

Typically, contracts contain both “control” and “coordination” clauses. Control clauses tell you what you can and can’t do at work, while coordination clauses help you align expectations. In other words, coordination clauses let workers know what employers want, while control clauses tell them how to do it and, quite often, what not to do. […] The key, is to remember that greater specificity can be … [ Read more ]

Content: Quotation | Authors: Ian Chipman, Nir Halevy | Source: Stanford University | Subjects: Human Resources, Management, Organizational Behavior

Research explains why and how brevity often beats specificity in employee contracts.

Content: Article | Author: Ian Chipman | Source: Stanford University | Subjects: Human Resources, Management, Organizational Behavior

Defined hierarchy. Commanding leadership. These corporate ligaments secure firms in the face of threats and unify them against competition. Few beliefs are more widely held in business.

The intuition, though, is wrong.

Content: Article | Authors: Dylan Walsh, Lindred Greer | Source: Stanford University | Subjects: Management, Organizational Behavior

People say they want to protect their personal information, but new research shows privacy tends to take a backseat to convenience and can easily get tossed out the window for a reward as simple as free pizza.

Content: Article | Authors: May Wong, Susan Athey | Source: Stanford University | Subject: Customer Related

New research examines fair market value of startups worth over $1 billion and finds huge discrepancies in their purported worth.

Content: Article | Authors: Ilya Strebulaev, Shana Lynch | Source: Stanford University | Subjects: Entrepreneurship, Finance

Startup guru Guy Kawasaki explains why asking investors for money is like online dating.

Content: Article | Authors: Guy Kawasaki, Ian Chipman | Source: Stanford University | Subjects: Entrepreneurship, Venture Capital

The fear of being a fool is stronger than the hope of being a genius. So we tend to shy away from non-consensus moves, because we understand the world will look at our errors as if we’re a complete idiot.

Content: Quotation | Author: William P. Barnett | Source: Stanford University | Subjects: Organizational Behavior, Personality / Behavior

A new study asked hundreds of VCs to rank the factors that drive their investment decisions.

Content: Article | Author: Martin J. Smith | Source: Stanford University | Subjects: Entrepreneurship, Venture Capital

Want to provide better feedback, introduce people, or master small talk? Try this technique.

Content: Article | Author: Matt Abrahams | Source: Stanford University | Subjects: Personal Development, Productivity / Work Tips

Research shows what happens to succession winners and losers.

Content: Article | Authors: Shana Lynch, Tricia Seibold | Source: Stanford University | Subjects: Corporate Governance, Succession Planning

A strong sense of conviction can both encourage and discourage people from speaking out.

Content: Article | Author: Martin J. Smith | Source: Stanford University | Subjects: Management, Organizational Behavior

Most leadership advice is based on anecdotal observation and basic common sense. Stanford Graduate School of Business professor Kathryn Shaw tried a different tack: data-driven analysis.

Content: Article | Authors: Kathryn Shaw, Steve Hawk | Source: Stanford University | Subjects: Leadership, Management

Richard Branson has a great saying: “A good mission statement should fit on a coat of arms.” And that mission statement should not only dictate your hiring decisions, it should also be embedded in your rituals. How you celebrate success. How you decorate your office. What you do with your off-sites. That mission should be everything. And the vision should be, “Where are we going?” … [ Read more ]

Content: Quotation | Authors: Lindred Greer, Richard Branson | Source: Stanford University | Subject: Management

Stanford professor Glenn R. Carroll discusses his decades of research into the origins, advantages, perils, and future of “authentic” branding.

Content: Article | Author: Glenn R. Carroll | Source: Stanford University | Subjects: Brand, Marketing / Sales

A new book shows how you can create a better team by recognizing people’s needs to stand out, fit in, and shape their identities.

Content: Article | Authors: Jonah Berger, Theodore Kinni | Source: Stanford University | Subjects: Management, Organizational Behavior, Teamwork

Every startup is a series of hypotheses — about who’s a customer, what makes your product or service attractive to these customers, and so on. Lean startup provides a rigorous framework that you use to prove or disprove as many of these hypotheses as possible at as low a cost as possible. An interesting question is how do you generate the hypothesis? If you have … [ Read more ]

Content: Quotation | Author: Stefanos Zenios | Source: Stanford University | Subject: Entrepreneurship

What strikes me as really interesting is that in advanced economic systems, we’re seeing that more and more products and services — at least, personal products and services — are being chosen on the basis of their perceived authenticity. Among consumers, the appeal of authenticity is stronger than almost any other attribute. I don’t know whether it means that quality has become so good that … [ Read more ]

Content: Quotation | Author: Glenn R. Carroll | Source: Stanford University | Subjects: Customer Related, Marketing / Sales, Quality

Why are we drawn to authenticity? Part of it is an attempt to individuate ourselves and find something that’s different and more appealing to us than it is to the masses. We all do that. We find satisfaction and gratification in it. And I think that’s fine. There are theories that it has to do with the loss of identity in mass society — that … [ Read more ]

Content: Quotation | Author: Glenn R. Carroll | Source: Stanford University | Subject: Personality / Behavior

It’s hard to find a decision or behavior that isn’t affected by other people. In fact, looking across all domains of our lives, there is only one place we don’t seem to see social influence — ourselves.

Content: Quotation | Author: Jonah Berger | Source: Stanford University | Subjects: Marketing / Sales, Organizational Behavior, Personal Development, Personality / Behavior

[Joel] Peterson provides three tests for deciding who to trust. The first is character. “We can’t trust a leader without integrity, who we can’t count on to do what he or she says,” he explains. Next is competence. You trust your mom, for example, but would you trust her to fly a 747 to London? The third, he says, is authority to deliver. There’s no … [ Read more ]

Content: Quotation | Authors: Joel Peterson, Theodore Kinni | Source: Stanford University | Subjects: Leadership, Management, Organizational Behavior, Trust