Leadership

Managers have an opportunity to interrupt a sometimes vicious cycle between trust and commitment.

When many employees work offsite, a corporate office can become a lonelier and less productive place.

How can executives develop their skills as strategists? One way is to learn from the masters.

Secrets are a casualty of analytical prowess, and companies have new incentives to act honorably.

Coworking spaces can open the door to serendipitous encounters that inspire different ways of thinking.

Organizations need to help executives look beyond individual units toward the broader enterprise.

New business executives face a choice: What kind of companies do they want to lead?

Talented young professionals exhibit a new approach to both their careers and organizational loyalty.

Most employees want to work for digitally savvy companies — and many are unhappy with their company’s digital maturity.

Corporate learning programs should focus on the CEO’s strategic agenda rather than how learning is delivered.

This year’s winning article is “Combining Purpose With Profits,” by Julian Birkinshaw, Nicolai J. Foss, and Siegwart Lindenberg.

Here’s what it takes to lead a high-performing data science team in which team members (and their managers) are excited by what their teammates can do.

CSR pioneer Alberto Andreu Pinillos believes that CSR managers have three distinct responsibilities: foresight, nurturing, and evangelism.

The process of managing a data science research effort can seem quite messy, in contrast to data’s aura of reason.

Huge, complex datasets are becoming universal. The skills needed to work with them? Not so much.

Research suggests that high levels of employee engagement are associated with higher rates of profitability growth.

National diversity of top management should be a topic of conversation for boards of directors.

Businesses need a new approach to the practice of leadership — and to leadership development.

Responsible corporate behavior isn’t simply “doing well by doing good.” Six structural changes need to be considered.

The Summer 2015 issue of MIT SMR highlights how digital business plays out in strategy, innovation and business transformation.