Criticism to campaigns: Understanding activist strategy and the private politics chain

Much of the day-to-day criticism aimed at organizations on the internet and in the mainstream media may seem relatively innocuous. Yet new research suggests organizations would be wise to pay attention. Such criticism may well signal early strategic maneuvering as activists identify their targets for far more damaging actions, such as boycotts and campaigns.

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The economic cycle of fear: How panic fuelled a global recession

As President Franklin D Roosevelt famously once observed: “The only thing we have to fear is fear itself”. It is an aphorism that policymakers should take note of, given the findings of research by Philippe Bacchetta and Eric van Wincoop into the causes of the Great Recession.

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Reducing the cost of unemployment: The importance of overall impact when designing effective policy

Research shows that policies designed to encourage people into work have an impact beyond the individual, at a market level. These market effects may produce unanticipated, unintended and even undesired consequences.

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Challenging assumptions: A new perspective on corporate governance

In the last quarter of 2015 the emissions scandal at Volkswagen thrust corporate governance firmly back in the spotlight. It is increasingly clear that, in the global economic ecosystem, inhabited by many different types of organizations and a broad range of stakeholders, a one-size-fits-all approach to corporate governance is not appropriate.

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Performance outcomes, fuzzy signals, and the charisma effect: how we evaluate leaders from a distance

You might hope that senior leaders, the people who run countries, corporations or other organizations, are chosen on the basis of a performance track record that can be directly linked to their decisions and actions. But, as research by John Antonakis and Philippe Jacquart reveals, this is far from the truth.

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When brands get real: New perspectives on brand authenticity

The concept of brand authenticity has attracted a lot of attention recently, yet is still not well understood. Recent research, however, provides new insights on the topic, providing tools and frameworks to help understand, measure, and extract value from brand authenticity.

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Motivation: The network effect

New research reveals that the motivation to behave in a socially beneficial way can spread from one individual to another, particularly when they are closely connected. This means that organizations can leverage the impact of actions designed to motivate so-called prosocial behavior by targeting social networks.

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Watching me, watching you: making sense of social interaction

Whether it is negotiating, selling, motivating, or even dating, people with access to the latest social sensing technologies and techniques will have a distinct advantage as they engage in a range of activities, business related or otherwise. While they may not be able to read minds, they will be able to monitor the impact of their social interactions on others in real time, and modify their behavior accordingly to achieve their desired outcome.

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Business by design: The value proposition challenge

Developing a new business idea is notoriously difficult. Start-up failure statistics are discouraging – some 90 per cent of all new ventures fail, about 40 per cent of all new products or services cannot find sufficient buyers.

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