Organizational Culture

Considering character as well as competence in hiring can help leaders build healthier organizational cultures.

As political issues spill over into work, leaders can use a conversational technique to encourage workplace civility.

Human resources needs to move from being an agent of management to being an advocate for employees.

Political division among employees is a reality. Here’s how to lead through the tensions and maintain civil discourse.

Stronger ethical leadership at some pharma companies may have meant more equitable access to COVID-19 vaccines.

Hybrid work presents trade-offs for organizations, and measuring its impact on productivity remains complex.

Learn to address and prevent both overt and subtle harassment that can hurt your credibility and fuel a toxic culture.

Learn strategies to improve Gen Z’s satisfaction with hybrid work arrangements in this short video.

Companies find greater success with hybrid work schedules when they make in-person time count.

Learn ways to create a nimble, resilient organization amid change with these insights from Kotter Inc.

During the pandemic, leaders tolerated behaviors that were a bit feral. Here’s why and how to adopt better practices.

Gen Z — already adept at online communication — can model ways for hybrid teams to develop stronger digital connections.

This short video teaches leaders how to speak in ways that strengthen both credibility and trust.

Executives should be focusing on employee outcomes and accountability rather than performative in-office appearances.

MIT SMR wants to hear from you, our readers, to better understand your biggest challenges and help you meet them.

The spring 2024 issue of MIT SMR looks at opportunities in digital innovation, automation, generative AI, and more.

Many organizations are experimenting with generative AI, and many questions remain about its impact on the workforce.

Here’s how to fix the root problems that make organizations feel rude and uncaring to employees.

Translating organizationwide value statements into group-specific practices is the key to making culture real.

Managers who seem to be delivering others’ messages rather than acting autonomously can lose credibility and authority.