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Working (From Home) During a Crisis: Online Social Contributions by Workers During the Coronavirus Shock

by Prithwiraj Choudhury, Wesley W. Koo, and Xina Li

This study shows that people working from home (WFH) make more online contributions to socially helpful topics, yet face higher psychic costs and anxiety about time constraints. Managers might consider giving WFH workers more temporal flexibility to deal with time constraints during this crisis.

Strategic Foresight as Dynamic Capability: A New Lens on Knightian Uncertainty

by J. Peter Scoblic

Creating strategy under conditions of uncertainty is not easy, so many managers rely on a single analogy to past experience to guide their decisions. This paper argues, by contrast, that imagining multiple possible futures can be a more useful guide to uncertainty, improving judgment and adaptability in the face of change.

What Are Lessons for Leaders from This Black Swan Crisis?

by James Heskett

Is it possible to prepare for a Black Swan event like COVID-19? What are the lessons for leaders in today's pandemic? asks James Heskett. Open for comment; Comment(s) posted.

Controlling the Emotion of Negotiation

Re: Leslie K. John

Leslie John discusses the importance of asking (and answering) the right questions when negotiating, particularly under emotional stress. Open for comment; Comment(s) posted.

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.

Readers Ask: I Need Tips for Working at Home

by Kristen Senz

Working at home brings with it confusing new rules of conduct. Remote work expert Prithwiraj Choudhury answers questions from our readers. Open for comment; Comment(s) posted.

Novel Risks

by Robert S. Kaplan, Dutch Leonard, and Anette Mikes

Companies can manage known risks by reducing their likelihood and impact. But such routine risk management often prevents them from recognizing and responding rapidly to novel risks, those not envisioned or seen before. Setting up teams, processes, and capabilities in advance for dealing with unexpected circumstances can protect against their severe consequences.

7 Leadership Principles for Managing in the Time of Coronavirus

by John A. Quelch

Leaders managing their organizations through crisis show seven distinctive capabilities, says John A. Quelch. Call them the seven Cs. Open for comment; Comment(s) posted.

Free Riding in Loan Approvals: Evidence From SME Lending in Peru

by Irani Arraiz, Miriam Bruhn, Benjamin N. Roth, Claudia Ruiz-Ortega, and Rodolfo Stucchi

Using data from a large Peruvian bank trying to expand credit access to small and medium enterprises, this study shows that competing lenders use one another’s loan approvals as an input into their own approval process. Such “free riding” has great impact on market outcomes and might warrant policy intervention.

These Coronavirus Heroes Show Us How Crisis Leadership Works

by Bill George

Now is the time for leaders to inspire their organizations to help the world through the COVID-19 crisis. Bill George has a list of authentic leaders who are up to the challenge. Open for comment; Comment(s) posted.

The Effects of Hierarchy on Learning and Performance in Business Experimentation

by Sourobh Ghosh, Stefan H. Thomke, and Hazjier Pourkhalkhali

Do senior managers help or hurt business experiments? Analyzing a dataset of more than 6,300 experiments on the A/B/n testing platform Optimizely, this study suggests that involving senior executives in experimentation teams can have surprising consequences.

Product Disasters Can Be Fertile Ground for Innovation

by Michael Blanding

Rather than chilling innovation, product accidents may provide companies an unexpected opportunity to develop new technologies desired by consumers, according to Hong Luo and Alberto Galasso. Open for comment; Comment(s) posted.

How Small Businesses Can Survive the Coronavirus Outbreak

by Danielle Kost

COVID-19 will put many small businesses on life support. Karen G. Mills, who has been advising policymakers on aid options, offers guidance to owners on the brink of ruin. Open for comment; Comment(s) posted.

Is There a Winner in Huawei’s Digital Cold War with the US?

Re: William C. Kirby

Bill Kirby discusses his case study of China-based Huawei’s growth and ultimate confrontation with the United States government, and China's response to the coronavirus. Open for comment; Comment(s) posted.

From Sweetheart to Scapegoat: Brand Selfie-Taking Shapes Consumer Behavior

by Reto Hofstetter, Gabriela Kunath, and Leslie K. John

Using a dataset of more than 280,000 user reviews on Yelp, this paper describes a series of eight studies exploring how brand selfie-taking affects consumers’ behavior and sense of connection toward a brand.

How the Coronavirus Is Already Rewriting the Future of Business

by Dina Gerdeman

We asked Harvard Business School experts how the COVID-19 pandemic is likely to change business practice. Open for comment; Comment(s) posted.

The Little Understood Problem Confronting Diverse Workplaces

by Julia Hanna

Knitting together a diverse workforce into a common fabric is a difficult challenge for managers—and even more difficult for the workers themselves, say Lakshmi Ramarajan and Erin Reid. Open for comment; Comment(s) posted.

Impact Investing: A Theory of Financing Social Entrepreneurship

by Benjamin N. Roth

The author provides a formal definition of organizational sustainability and characterizes the situations in which a social enterprise should be sustainable. The analysis then delineates when an investment in a social enterprise delivers superior impact to a grant.

Warring Algorithms Could Be Driving Up Consumer Prices

by Kristen Senz

Companies increasingly use software to conduct rapid price changes. Alexander MacKay explains why firms might benefit but consumers should be worried. Open for comment; Comment(s) posted.

A Great Teacher's Lessons for Leading

by Martha Lagace

Thomas DeLong, a professor at Harvard Business School, explains in a new book what makes a great teacher—and manager. Open for comment; Comment(s) posted.