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Neuroscience and Leadership
Richard E. BoyatzisArticle IVEY-9B11TA01-ELeadership and People ManagementEmerging findings in neuroscience research suggest why inspiring and supportive relationships are important — they help activate openness to new ideas and a more social orientation to others. Insights such as these may move a leader’s actions away from a results orientation and toward a relationship orientation. This article considers sophisticated research such as a study with functional magnetic resonance imaging (fMRI) in order to explore buil...Starting at €8.20
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Neuroscience and the Link Between Inspirational Leadership and Resonant Relationships
Richard E. BoyatzisArticle IVEY-9B12TA06-ELeadership and People ManagementEvery leader needs to have smooth, productive relationships with those around him or her. But what makes for a rewarding relationship — and its opposite — has long been unclear. Boyatzis, who has conducted studies and written extensively about the impact of brain activity on such relationships, describes some important new research that holds the promise of helping leaders to form more effective relationships. In one study, executives underwent f...Starting at €8.20
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General Electric: An Outlier in Developing CEO Talent
W. Glenn Rowe; Derek Lehmberg; Rod E. White; John R. PhillipsArticle IVEY-9B09TA02-EStrategyA recent Ivey study confirms the commonly held view that General Electric is an excellent breeding ground for future business leaders. This article summarizes the study and its three conclusions: Firms led by CEOs who were trained at GE will outperform firms led by CEOs who were not; GE's reputation for developing CEO talent is, in fact, well deserved and not mere hype; and GE appears to develop more CEO talent than other noted CEO talent-generat...Starting at €8.20
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Analyzing Amazon's Move to Get Physical
Sam CinquegraniArticle IVEY-9B17TB03-EStrategyAmazon Go—grocery shopping without lineups and checkouts—is the latest in Amazon’s pursuit of new shopping experiences. Scheduled to open in 2017, Amazon Go will provide Seattle customers with the opportunity to shop for groceries without standing in line and then waiting while a clerk checks out groceries item by item. Instead, with a smartphone app and advanced technology, shoppers can take their items from the shelf and “Just Walk Out.” Amazon...Starting at €8.20
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Leading Disruptive Innovation
Soren KaplanArticle IVEY-9B12TD04-EStrategyIn today’s complex world, having a disruptive innovation capability is mandatory, both for growing a business and protecting existing markets. Though disruptive innovation transforms and creates markets, many of today’s executives rise through the ranks of management, where predictability is valued, and therefore lack the ability to lead disruptive innovation. This article highlights the key dynamics involved in leading disruptive innovation and ...Starting at €8.20
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Keys to Success: Nurturing Effective Boardroom Culture
Chris Bart; Mark FullerArticle IVEY-9B13TE01-EStrategyThe difference between an effective and ineffective boardroom can be summarized in nine factors. While the existing corporate governance regime consists mostly of checklists, guidelines and best practices, the use of these tools and techniques results in liabilities of simplicity, misdiagnosis, sameness, and “the outsider.” The authors have responded to these liabilities by collecting feedback from 193 board members and have revealed five fundame...Starting at €8.20
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Catch Yourself Before Slipping Into Default
Himanshu SaxenaArticle IVEY-9B15TC08-ELeadership and People ManagementPeople are wired to respond to similar situations and stimuli in pre-set ways without realizing it. With limited brain power at our disposal, we create standard operating procedures and habits to keep mental bandwidth free to handle complex tasks. Subconsciously setting defaults likely cannot be avoided. In fact, it is often desirable — otherwise, our brains would be drained in trying to meet daily responsibilities. However, it is harmful to fall...Starting at €8.20
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Service Complexity and the Perils of Productization
Barry Cross; Julie PaquetteArticle IVEY-9B14TA04-EStrategyThis article explores how service-company attempts to win market share by offering numerous customer options can be counterproductive and can create consumer anxiety. The authors research the product offerings at major North American banks and find a large range between one bank offering four credit cards and another offering 29. They define “productization” as when service organizations add value by providing products that complement their servi...Starting at €8.20
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Analyzing Alibaba’s Magic
Jae C. Jung; Yasheng ChenArticle IVEY-9B17TE03-EStrategyCan innovations come from China? Some influential people don’t think so. Today, of course, Alibaba is the Chinese innovator that clearly stands out. This paper argues that Alibaba’s impressive rise as a leading innovator on the world stage was driven in no small way by the institutional voids that challenge other firms in the same business environment. Alibaba not only thrived in an institutional void, it was a filler of institutional voids. Alib...Starting at €8.20
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Lifestyle-driven Virtual Teams: A New Paradigm for Professional Services Firms
Andrea LekushoffArticle IVEY-9B12TE05-ELeadership and People ManagementIn recent years, professional service firms have seen considerable senior talent (often women with children) leave work. Many of these individuals leave their career due to the unwillingness of their employer to provide them with the flexibility to achieve a work-life balance. Virtual teams — often the answer to this problem — are those in which not all members are physically assembled; they share complementary skills and are enabled by technolog...Starting at €8.20