When we think about the consequences of war we tend to think about the immediate casualties, the lost lives and the injured. Yet war also has many debilitating long term economic effects, including some that make the prospects of further conflict and misery much more likely.
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.
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.
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.
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.
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.
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.
Business as usual is the normal state affairs, and the world that managers and policymakers operate within most of the time. Occasionally, however, that world is shaken by unforeseen extreme events, from stock market crashes to earthquakes.
How secure are Europe’s financial institutions? What are the chances of another crisis? Eric Jondeau and Michael Rockinger create a model for assessing the ability of European financial institutions, industry sectors, and countries, to withstand market shocks.
In a world where innovation is increasingly expensive, going it alone is not always the best way for firms to produce a product. But how do executives know when strategic alliances and teaming up with others is the most productive strategy?