Workplace, Teams, & Culture

Groups devoted to learning must take steps to avoid stagnation.

A corporate sphere of influence is not just a platform for a company’s offensive or defensive initiatives. It is the basis upon which the company builds market power over rivals so it can maneuver freely without fear of retaliation.

Tapping traditional Asian values can instill cross-cultural managerial capabilities.

Measuring learning instead of short-term results is key.

The value of external knowledge sharing increases when work groups are more structurally diverse.

Researchers are beginning to explore the complex effects of employee identity on the workplace.

Is energy truly related to performance or learning in organizations? And how is it created?