Workplace, Teams, & Culture

The lack of transparency in corporate philanthropy doesn’t serve companies or their stakeholders.

This issue of MIT SMR focuses on creating and managing successful, engaged teams in a pandemic-changed world.

Leaders are meeting employee demands for more flexible work arrangements amid culture and innovation concerns.

During times of crisis, managers should prioritize individualized consideration and building trust to support employees.

Externally focused x-teams can drive innovation, performance, and distributed leadership but require a shift in mindset.

Companies need to take steps to address the increasing levels of burnout among overloaded middle managers.

Decisions that have moral consequences often require sustained and systematic consideration.

In an era of complex ethics algorithms and DEI/CSP/ESG checklists, simpler is better.

MIT SMR and BCG research team members discuss a recent artificial intelligence study at the Web Summit conference.

As undervalued performers become more visible, they also gain more options to leave their employers.

Managers need more thoughtful and effective data collection practices to advance DEI in their organizations.

Two executives discuss why it’s time for organizations to get back to the basics in cybersecurity.

A new wave of clinical research on promising uses for psychedelic drugs points to potential opportunities for business.

The 2022 MIT SMR-BCG AI and Business Strategy report finds organizations get more value from AI when workers benefit too.

Managers can learn to recognize specious claims of victimhood by employees called out for engaging in discrimination.

Many organizations keep spinning their wheels with sensitivity training. There’s a better way to address systemic bias.

Fostering a culture where character is valued equally alongside competence can result in better decisions and outcomes.

Companies and employees can benefit when open jobs are filled by internal lateral hires rather than external candidates.

Many people are wary of workplace friendships, but the benefits of forming connections outweigh the potential risks.

Mentors can help redefine the rhetoric of success that rewards work at the cost of well-being.