Leadership

This issue of MIT SMR looks at corporate values and purpose, risk management, and the role of the CFO in acquisitions.

Reporting on unethical conduct in the workplace is linked to employees’ degree of psychological safety.

A new model for developing diversity, equity, and inclusion in the organization can increase employee satisfaction.

A new framework helps companies implement a corporate purpose that engages employees and drives their daily actions.

Strategy experts weigh in on the long-term effects of Starbucks’s wage increase for nonunionized employees.

When CFOs have greater influence, companies are less likely to destroy value by overpaying for acquisitions.

The authors of a new book suggest tactics for changing a meeting-driven corporate culture.

In a Q&A, author and consultant Ruchika Tulshyan discusses her work toward opening the lens of inclusion for leaders.

Poor design of C-suite jobs can block executives succeeding in their roles.

New research examines the challenges of leading and coordinating workforces that increasingly rely on external contributors.

Recent research suggests companies should consider offering a four-day workweek to help attract and retain employees.

Deciding whether to pay up when cybercriminals hold data hostage may depend on choices made long before an attack.

Boundaries and accountability can help prevent employees’ “authenticity” from morphing into workplace incivility.

Investors love the term ESG, but there are risks to viewing sustainability through a market lens.

LinkedIn’s Ya Xu discusses leading the high-traffic site’s team of data scientists and delivering value to consumers.

Strategists weigh in on the long-term effects of Russian sanctions on how companies respond to human rights abuses.

To gain agility, leaders must deconstruct jobs into tasks and deploy workers based on their skills.

Categorizing decisions by riskiness and urgency helps clarify when to involve higher-ups.

The authors suggest five actions leaders can take to create a workplace that supports employees and fosters resilience.

An experiment shows that target-independent pay can improve sales force performance, retention, and engagement.