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    • COVID-19 Business Impact Center
      COVID-19 Business Impact Center
      Cold Call
      A podcast featuring faculty discussing cases they've written and the lessons they impart.
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      • 05 Jan 2021
      • Cold Call Podcast

      Using Behavioral Science to Improve Well-Being for Social Workers

      For child and family social workers, coping with the hardships of children and parents is part of the job. But that can cause a lot of stress. Is it possible for financially constrained organizations to improve social workers’ well-being using non-cash rewards, recognition, and other strategies from behavioral science? Assistant Professor Ashley Whillans describes the experience of Chief Executive Michael Sanders’ at the UK’s What Works Centre for Children’s Social Care, as he led a research program aimed at improving the morale of social workers in her case, “The What Works Centre: Using Behavioral Science to Improve Social Worker Well-being.”  Open for comment; 0 Comment(s) posted.

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      Human ResourcesRemove Human Resources →

      Page 1 of 201 Results →
      • 08 Dec 2020
      • Research & Ideas

      Why Companies Hunt for Talent on Digital Platforms, Not in Resume Piles

      by Michael Blanding

      Rather than sit back and wait for applicants to send resumes, companies are proactively targeting prospective employees on digital platforms and social media, often with a recruiter's help, says research by Rembrand Koning. Open for comment; Comment(s) posted.

      • 30 Nov 2020
      • Working Paper Summaries

      Short-Termism, Shareholder Payouts, and Investment in the EU

      by Jesse M. Fried and Charles C.Y. Wang

      Shareholder-driven “short-termism,” as evidenced by increasing payouts to shareholders, is said to impede long-term investment in EU public firms. But a deep dive into the data reveals a different story.

      • 17 Nov 2020
      • Research & Ideas

      Why a Blended Workforce May Be Key to Lasting Competitive Advantage

      by Joseph B. Fuller

      Companies are increasingly blending full-time staff with skilled on-demand talent. The problem: Few companies have developed cultures that accommodate gig workers, says Joseph B. Fuller. Open for comment; Comment(s) posted.

      • 30 Aug 2020
      • Working Paper Summaries

      Consumers Punish Firms that Cut Employee Pay in Response to COVID-19

      by Bhavya Mohan, Serena Hagerty, and Michael Norton

      In the wake of COVID-19, firms announced both employee furloughs and (typically small) CEO wage cuts. This research shows that firms’ treatment of employees matters far more to consumers than executive pay cuts.

      • 27 Jul 2020
      • Working Paper Summaries

      The Evolution of CEO Compensation in Venture Capital-Backed Startups

      by Michael Ewens, Ramana Nanda, and Christopher Stanton

      Resolving uncertainty related to market demand—so called “product-market” fit—marks a key inflection point in the compensation contract for CEOs of venture-capital backed firms.

      • 20 Jul 2020
      • Op-Ed

      It's Time for a Bipartisan Health Plan for Employers and Employees

      by Regina E. Herzlinger and Richard J. Boxer

      Regina E. Herzlinger and Richard J. Boxer prescribe a seemingly impossible cure for battling health care options: a plan that embraces both Republican and Democratic ideas. Open for comment; Comment(s) posted.

      • 30 Jun 2020
      • What Do You Think?

      Is a Business School-Industry Collaboration Needed to Attract Black Talent to Campus?

      by James Heskett

      SUMMING UP:James Heskett's readers suggest that recruiting minority students to business school must be matched with programs to retain them. Open for comment; Comment(s) posted.

      • 01 May 2020
      • What Do You Think?

      Does Remote Work Mix with Organizational Culture?

      by James Heskett

      SUMMING UP: Readers who themselves work from home think differently about how organizations should respond to remote work initiatives. James Heskett sums up the dicussion. Open for comment; Comment(s) posted.

      • 27 Apr 2020
      • Research & Ideas

      How Remote Work Changes What We Think About Onboarding

      by Boris Groysberg

      COVID-19 has turned many companies into federations of remote workplaces, but without guidance on how their onboarding of new employees must change, says Boris Groysberg. Open for comment; Comment(s) posted.

      • 30 Mar 2020
      • Research & Ideas

      The New Rules for Remote Work: Pandemic Edition

      by Dina Gerdeman

      Welcome to the new world of remote work, where employees struggle to learn the rules, managers are unsure how to help them, and organizations get a glimpse into the future. Open for comment; Comment(s) posted.

      • 03 Mar 2020
      • Working Paper Summaries

      Nominal and Opportunity Effects of Managerial Discretion

      by Wei Cai, Susanna Gallani, and Jee Eun Shin

      This study of field data from a Chinese manufacturing company explores the consequences of subjective performance evaluations leading to bonuses and penalties. Results may help practitioners improve the effectiveness of incentive systems.

      • 20 Feb 2020
      • Op-Ed

      Love in the Office Is Wonderful. Except for CEOs.

      by Regina Herzlinger

      Finding love among your office colleagues can be a wonderful thing, and not inevitably career ending. Unless, of course, you are the CEO. Advice to the corporate lovelorn from Regina Herzlinger. Open for comment; Comment(s) posted.

      • 13 Feb 2020
      • Book

      Open Your Organization to Honest Conversations

      by Dina Gerdeman

      When company leaders can't hear the voices of their workers, serious strategic mistakes are likely. Michael Beer discusses ways organizations can build powerful communication channels. Open for comment; Comment(s) posted.

      • 07 Feb 2020
      • Working Paper Summaries

      The Old Boys' Club: Schmoozing and the Gender Gap

      by Zoë B. Cullen and Ricardo Perez-Truglia

      Over a four-year period, male employees assigned a male manager were promoted at a faster rate than their female counterparts, with no observable difference in performance. Women, in turn, were promoted at the same rate whether assigned to a male manager or female manager. Male employees benefited from the higher rates of social interactions with their male managers.

      • 13 Nov 2019
      • Working Paper Summaries

      The Gender Gap in Self-Promotion

      by Christine L. Exley and Judd B. Kessler

      Many organizations and job applications require individuals to assess their own ability and performance. When women communicate to potential employers, however, they systematically give less favorable assessments of their own past performance and potential future ability than equally performing men. The study rules out potential explanations for the gap and discusses implications.

      • 01 Nov 2019
      • What Do You Think?

      Should Non-Compete Clauses Be Abolished?

      by James Heskett

      SUMMING UP: Non-compete clauses need to be rewritten, especially when they are applied to lower-income workers, respond James Heskett's readers. Open for comment; Comment(s) posted.

      • 25 Sep 2019
      • Research & Ideas

      The Economic Cost of Physician Burnout

      by Michael Blanding

      Doctor burnout takes a toll on physicians and patient care, but there is another cost to be accounted for, says Joel Goh. Open for comment; Comment(s) posted.

      • 25 Sep 2019
      • Working Paper Summaries

      Corporate Purpose and Firm Ownership

      by Claudine Gartenberg and George Serafeim

      This study shows that corporate purpose varies greatly according to the nature of firm ownership, and these differences can be least partly explained by the choices and compensation of the CEOs. The greater the pay gap between CEOs and employees, the lower the sense of corporate purpose within the organization.

      • 05 Sep 2019
      • Sharpening Your Skills

      Making the Right Technical Hire

      by Julia Austin

      CEOs are usually more comfortable making key hires on the business side of the house than the technology side. Here is what executives need to understand about technical hires, according to Julia Austin. Open for comment; Comment(s) posted.

      • 31 Jul 2019
      • Research & Ideas

      Distressed Employees? Try Resilience Training

      by Dina Gerdeman

      Depressed employees are up to five times more likely to experience work-related problems than employees with chronic physical illnesses. So why aren't employers helping them? asks Ashley Whillans. Open for comment; Comment(s) posted.

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