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If leading is about influence, there is no influence without communication. In this podcast, Andy Yap, Associate Professor of ...
Kaisa Snellman, Associate Professor of Organisational Behaviour and Associate Dean of Diversity and Inclusion, points to notable examples in practice, such as how Impossible Foods has made plant-based ...
Even with strong incentives to leverage the most promising ideas, inventors may be overlooking research by women in favour of ...
While the six steps outline what companies must do to leverage AI, a set of guiding principles defines how they must operate.
Nokia lost the smartphone battle despite having half of the global market share in 2007. Some argue that it was down to software, others that it was complacency. We argue that collective emotions ...
In 1978, engineers at Sony successfully married a compact playback device with lightweight headphones to create the prototype for a product that would become a worldwide hit. In 1979, the ‘Walkman’ ...
Overwhelmed? Adopt a Paradox Mindset Ella Miron-Spektor, INSEAD Associate Professor of Organisational Behaviour, and Wendy Smith, Professor of Management at the University of Delaware 05 May 2020 2 ...
It is said that without greed we would still be living in caves but, left unchecked, the insatiable desire for more and better material things can be destructive.
Despite being an exemplar of strategic agility, the fearful emotional climate prevailing at Nokia during the rise of the iPhone froze coordination between top and middle managers terrified of losing ...
Do you trust with your head or with your heart? There is a big difference between cultures when it comes to building trust, and not understanding that can put a business relationship in peril.
For the fifth year running, the Edelman Trust Barometer has identified business as the leading institution to address urgent issues in society. The 2025 survey – which captured the sentiments of ...
Among the reasonswhy leaders under-delegate, perhaps the most important one is that there is currently no clear framework for delegation. This lack of structure leads to a superficial view of the ...