What’s happening this week at the intersection of management and technology: A/B testing as a management tool; telepresence robotics for a more inclusive workforce; three rules for leading successful virtual meetings.
There’s no single formula for making work meaningful — but poor management is a universal obstacle.
Adobe uses a variety of social business activities to create a great experience for employees and customers.
Companies aiming to be competitive in the long term do not see safety and productivity as trade-offs.
Managers have an opportunity to interrupt a sometimes vicious cycle between trust and commitment.
Talented young professionals exhibit a new approach to both their careers and organizational loyalty.
Research by MIT SMR shows that effective digital strategy is strongly associated with a company’s overall digital maturity.
Research suggests that high levels of employee engagement are associated with higher rates of profitability growth.
It’s not enough to offer great pay and benefits anymore. Employees want their workplace to reflect and support who they are.
Being fresh for the work day requires prioritizing sleep — which organizations can do a better job encouraging.
Employees can be inspired to perform better if their creativity is challenged through teamwork.
Companies that want employees to be stewards of the brand should trust them to represent the organization well on social media.
Mitel’s social media policy encourages employees to use their “best judgment” in posting. Does it work?
HR departments are usually overlooked in developing sustainability programs — yet their input is crucial for success.
Team-based contests that draw on creativity and collaboration skills can build motivation in employees.
A panel at the 2014 South by Southwest festival highlighted five ways to avoid a social media crisis.
Social business can breed contentment among employees — but it doesn’t happen automatically.
If used wisely, analogies can help an organization’s employees comprehend change and innovation.
Executives can overlook questions of identity when seeking synergies from mergers and acquisitions.
Kyocera Corp.’s distinctive management system seeks profitable growth by extreme decentralization.
