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IGNATIUS, ADI Management Intention Making Purpose Real. Harvard Business Review;
03/01/2022<br/>The article presents an introduction to the issue including a
special section on management with purpose.<br/>(AN 155329213); ISSN:
00178012<br/>Business Source Corporate Plus Tue, 01 Mar 2022 00:00:00 -0500
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Employee benefits Job involvement Work-life balance Emotions Autonomy
(Psychology) Rush, Carolyn Rethinking Your Approach to the Employee Experience.
Harvard Business Review; 03/01/2022<br/>The article presents research on the
relationship between employee benefits and job engagement. It mentions that
companies need to focus more on the feelings of their employees, the importance
of actions such as connecting with employees' outside lives and job autonomy,
and presents an interview with human capital executive Carolyn Rush. INSET:
"Show Employees That You Care About More Than Their Work".<br/>(AN 155329588);
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Risk-taking behavior Chief executive officers Risky Business, On and Off the
Job. Harvard Business Review; 03/01/2022<br/>The article reports on research
regarding how risky behavior by chief executive officers can affect the running
of a company.<br/>(AN 155329589); ISSN: 00178012<br/>Business Source Corporate
Plus Tue, 01 Mar 2022 00:00:00 -0500 plh_AN_155329589
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Goal (Psychology) Gymnasiums Want to Get in Shape? Plan How Often to Skip the
Gym. Harvard Business Review; 03/01/2022<br/>The article reports on research
regarding the setting of a goal such as going to the gym can increase success at
achieving that goal.<br/>(AN 155329590); ISSN: 00178012<br/>Business Source
Corporate Plus Tue, 01 Mar 2022 00:00:00 -0500 plh_AN_155329590
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Organizational change Reputation The Secrets of Successful Corporate
Transformations. Harvard Business Review; 03/01/2022<br/>(AN 155329591); ISSN:
00178012<br/>Business Source Corporate Plus Tue, 01 Mar 2022 00:00:00 -0500
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Social responsibility of business Business success The Cost of Being a Bad
Corporate Citizen. Harvard Business Review; 03/01/2022<br/>The article reports
on research regarding the effect of corporate social responsibility on the
company's success.<br/>(AN 155329592); ISSN: 00178012<br/>Business Source
Corporate Plus Tue, 01 Mar 2022 00:00:00 -0500 plh_AN_155329592
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Race discrimination in employment Racial inequality Why Your Racial Equity
Efforts May Be Failing. Harvard Business Review; 03/01/2022<br/>The article
reports on research regarding ongoing challenges facing companies' efforts at
racial equity in the workplace.<br/>(AN 155329608); ISSN: 00178012<br/>Business
Source Corporate Plus Tue, 01 Mar 2022 00:00:00 -0500 plh_AN_155329608
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Interpersonal relations Conversation Getting Beyond Small Talk. Harvard Business
Review; 03/01/2022<br/>The article reports on research regarding levels of
conversation and their effect on interpersonal relations.<br/>(AN 155329609);
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Management styles Human behavior Develop Your “Sweet Range”. Harvard Business
Review; 03/01/2022<br/>(AN 155329610); ISSN: 00178012<br/>Business Source
Corporate Plus Tue, 01 Mar 2022 00:00:00 -0500 plh_AN_155329610
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Employee reviews Superior-subordinate relationship To Create Psychological
Safety, Share Negative Feedback About Yourself. Harvard Business Review;
03/01/2022<br/>The article reports on research regarding the effectiveness of
managers sharing negative feedback with their team members.<br/>(AN 155329611);
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Meeker, Amy Entrepreneurship Deadlines New product development Corporate finance
Wu, Andy More-Experienced Entrepreneurs Have Bigger Deadline Problems. Harvard
Business Review; 03/01/2022<br/>The article presents an interview with Professor
Andy Wu of Harvard Business School on the issue of deadlines for entrepreneurs.
Wu discusses the problem of entrepreneurs who miss their delivery dates on new
products, the reasons that deadlines are missed, and how this can impact fund
raising for future projects.<br/>(AN 155329612); ISSN: 00178012<br/>Business
Source Corporate Plus Tue, 01 Mar 2022 00:00:00 -0500 plh_AN_155329612
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Baszucki, David User-generated content Organizational ideology Computing
platforms Roblox Corp. Baszucki, David The CEO of Roblox on Scaling
Community-Sourced Innovation. Harvard Business Review; 03/01/2022<br/>When
Roblox launched, in 2004, its user base was made up of friends, family members,
and about 100 tech enthusiasts recruited via Google ads to serve as impartial
advisers. The idea was simple but ambitious: create an online space where people
from anywhere in the world could do anything—construct buildings, run
businesses, battle enemies, play sports, attend concerts—together. Everyone
agreed that user-generated content (UGC) would be the key to making the platform
great. Sixteen years later Roblox boasts nearly 50 million active daily users
and millions of developers, who have created experiences such as Let’s Be Well,
a game about recovering from depression, and Royale High, a virtual high school.
Thanks to their own creativity, Robloxers can now walk fashion show runways,
experience an eagle’s flight, or figure out how to flee natural disasters with
friends. The company’s decision to embrace UGC opened it up to a whole new world
of innovation, well beyond what its employees could envision or manage. Roblox
achieved it with a culture that values long-term thinking, employees with a
founder’s mindset, a laser focus on end users, and an organizational structure
that helps them stay creative and engaged.<br/>(AN 155329613); ISSN:
00178012<br/>Business Source Corporate Plus Tue, 01 Mar 2022 00:00:00 -0500
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Knowles, Jonathan; Hunsaker, B. Tom; Grove, Hannah; James, Alison Management
Corporate purposes Social responsibility of business Marketing Intention What Is
the Purpose of Your Purpose? Harvard Business Review; 03/01/2022<br/>"Despite
its sudden elevation in corporate life," the authors write, "purpose remains a
confusing topic." They argue that a primary cause of this confusion is that the
word is used in three senses: Cause-based purposes (such as Patagonia’s “in
business to save our home planet”) tend to receive the most attention.
Competence-based purposes (such as Mercedes’s “First Move the World”) express a
clear value proposition to customers and the employees responsible for
delivering that value. Culture- based purposes (such as Zappos’s “To Live and
Deliver WOW”) are effective at creating internal alignment and collaboration
with key partners. The authors offer advice about identifying what sort of
purpose will best suit your company without misrepresenting it.<br/>(AN
155329614); ISSN: 00178012<br/>Business Source Corporate Plus Tue, 01 Mar 2022
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Gulati, Ranjay Corporate purposes Social responsibility of business Corporate
profits Decision making in business Intention The Messy but Essential Pursuit of
Purpose. Harvard Business Review; 03/01/2022<br/>Most forward-thinking
executives have embraced the notion that purpose-driven companies can solve
social and environmental problems while also generating wealth, creating win-win
outcomes that benefit everyone. But ideal solutions are rare. Many
purpose-driven companies revert to a profit-first strategy if the going gets
tough. Others doggedly pursue purpose but then find that their businesses are
unsustainable. Using case studies on Etsy, Livongo, and other diverse companies,
the author offers practical examples that leaders can use to think creatively
about how to deliver as much benefit as possible to all their
stakeholders.<br/>(AN 155329615); ISSN: 00178012<br/>Business Source Corporate
Plus Tue, 01 Mar 2022 00:00:00 -0500 plh_AN_155329615
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Nair, Leena; Dalton, Nick; Hull, Patrick; Kerr, William Corporate purposes
Corporate reorganizations Occupational mobility Job satisfaction Unilever Group
(Company) Use Purpose to Transform Your Workplace. Harvard Business Review;
03/01/2022<br/>Is keeping pace with the future of work incompatible with using
purpose to guide the organization? Unilever is stretching its well-known
commitment to purpose for a new and daunting challenge—the transformation of its
workforce of more than 149,000 employees. Its Future of Work program involves
purpose-focused workshops for all employees that are designed to help them
choose their future jobs, whether with the company or elsewhere. Many
organizations assume that workforce transformations require painful layoffs.
Unilever believes that such an approach represents a missed opportunity and is
ultimately counterproductive. It has pledged to undertake a workforce
transformation guided by its commitment to decency and sustainability.<br/>(AN
155329616); ISSN: 00178012<br/>Business Source Corporate Plus Tue, 01 Mar 2022
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Rigby, Darrell; Elk, Sarah; Berez, Steve Corporate purposes Lean management
Innovations in business Stakeholders Corporate reorganizations Purposeful
Business the Agile Way. Harvard Business Review; 03/01/2022<br/>Record numbers
of employees are quitting their jobs, and others are hitting picket lines to
demonstrate a growing conviction that life is too short to waste on demoralizing
work. Concern about social inequities and environmental damage is escalating.
Executives see these problems, but few know how to transform a profit-maximizing
system into a purpose-driven one without jeopardizing the future of their
businesses and their own careers. Agile ways of working can help, turning
squishy debates about corporate purpose into real actions and results.<br/>(AN
155329617); ISSN: 00178012<br/>Business Source Corporate Plus Tue, 01 Mar 2022
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Minson, Julia A.; Gino, Francesca Conflict management Business communication
Social conflict Negativism Trust Acquiescence (Psychology) Managing a Polarized
Workforce. Harvard Business Review; 03/01/2022<br/>One of the toughest
challenges leaders face is managing diverse perspectives—and given heightened
tensions over politics and movements such as #MeToo and Black Lives Matter,
that’s more difficult today than ever before. At the same time, productive
disagreement and engagement with opposing views are crucial to high-functioning
teams and organizations. So how can leaders both foster passionate debate and
preserve collaboration and trust? Drawing from work conducted with scholars of
psychology, sociology, and management, Harvard’s Julia A. Minson and Francesca
Gino offer advice for leaders on approaching disagreements productively and
helping employees at all levels do so. Tactics include training that defuses
fears of disagreeing (it’s usually not as unpleasant as we expect); encourages
people to cultivate a receptive mindset by, for instance, intentionally
considering information from the opposing perspective; teaches people to choose
words carefully, hedge claims, and emphasize areas of agreement; and fosters a
culture of tolerance through actions and tone. Honing these skills takes time
and practice, but the resulting decrease in frustration and negativity is well
worth the effort. INSET: How to Signal Receptiveness.<br/>(AN 155329618); ISSN:
00178012<br/>Business Source Corporate Plus Tue, 01 Mar 2022 00:00:00 -0500
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Williams, Joan C.; Dolkas, Jamie Diversity in the workplace Commercial
statistics Business process management Risk management in business Acquisition
of data Data-Driven Diversity. Harvard Business Review; 03/01/2022<br/>Many
companies today recognize that workforce diversity is both a moral imperative
and a key to stronger business performance. U.S. firms alone spend billions of
dollars every year to educate their employees about diversity, equity, and
inclusion (DEI). But research shows that such training programs don’t lead to
meaningful change. What’s necessary, say the authors, is a metrics-based
approach that can identify problems, establish baselines, and measure progress.
Company managers and in-house lawyers often worry that collecting diversity data
may yield evidence of discrimination that can fuel lawsuits against them. But
there are ways to minimize the legal threats while still embracing the use of
metrics. The authors suggest first determining your risk tolerance and then
developing an action plan. You will need to track both outcome metrics and
process metrics and act promptly on what you find. Starting with a pilot program
can be a good idea. You should also build the business case for intervention,
control expectations through careful messaging, and create clear protocols for
accessing, sharing, and retaining DEI data.<br/>(AN 155329623); ISSN:
00178012<br/>Business Source Corporate Plus Tue, 01 Mar 2022 00:00:00 -0500
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Wilson, H. James; Daugherty, Paul R. Artificial intelligence in business
Human-computer interaction Expertise Computer architecture Business planning
Acquisition of data Robots Need Us More Than We Need Them. Harvard Business
Review; 03/01/2022<br/>Research shows that companies that are investing heavily
in digital technologies to harness the power of human-machine collaboration are
dramatically improving their bottom lines. But it takes people to conceive of
and manage the innovations, and the authors are convinced that success in the
future depends on a human-centered approach to artificial intelligence (AI). In
this article they present their IDEAS framework, which calls for attention to
five elements of the emerging technology landscape: intelligence, data,
expertise, architecture, and strategy. The authors discuss each of these in
turn, examining how companies such as McDonald’s, Etsy, and the online grocer
Ocado have implemented human-driven AI processes and applications to become
leading players in their industries. If you’re eager to transform your own
business, the IDEAS frame- work can help you develop a road map for AI-enabled
innovation.<br/>(AN 155329624); ISSN: 00178012<br/>Business Source Corporate
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Gherson, Diane; Gratton, Lynda Supervisors Teams in the workplace Job
involvement Reengineering (Management) Management styles Managers Can’t Do It
All. Harvard Business Review; 03/01/2022<br/>In recent decades sweeping
re-engineering, digitization, and agile initiatives—and lately the move to
remote work—have dramatically transformed the job of managers. Change has come
along three dimensions: power, skills, and structure. Managers now have to think
about making their teams successful, rather than being served by them; coach
performance, not oversee tasks; and lead in rapidly changing, more-fluid
environments. These shifts have piled more responsibilities onto managers and
required them to demonstrate new capabilities. Research shows that most managers
are struggling to keep up. A crisis is looming, say Gherson, a former corporate
chief human resources officer, and Gratton, a London Business School professor.
Some organizations, however, are heading it off by reimagining the role of
managers. This article looks at three—Standard Chartered, IBM, and Telstra—that
have helped managers develop new skills, rewired systems and processes to
support their work better, and even radically redefined managerial
responsibilities to meet the new priorities of the era.<br/>(AN 155329625);
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Kanter, Rosabeth Moss; Hayirli, Tuna Cem Chief executive officers Social
responsibility of business Coalitions Leadership Organizational commitment Trust
Creating High-Impact Coalitions. Harvard Business Review;
03/01/2022<br/>Traditionally, responses to crises and societal problems—the
Covid-19 pandemic, natural disasters, racial inequities—are considered the
responsibility of the public sector and NGOs. But addressing the world’s most
critical problems requires leadership, resources, and skills beyond those of any
single organization, industry, sector, or government. What’s needed, the authors
argue, is high-impact coalitions—an emerging organizational form that reaches
across boundaries of business, governments, and NGOs. Although public-private
partnerships have existed for some time in various forms, large cross-sector,
multistakeholder initiatives are newly resurgent and not yet widely understood.
They are more voluntary and relationship-based than formal organizations but
more task-directed than networks. They connect otherwise disparate spheres of
activity that bear on big problems by aligning powerful actors behind a
purpose-driven mission. Once underway, they can harness and utilize capabilities
quickly and flexibly. This article describes the features of high-impact
coalitions and sets out five principles that make the difference between success
and failure.<br/>(AN 155329626); ISSN: 00178012<br/>Business Source Corporate
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Edelman, David C.; Abraham, Mark Artificial intelligence in business Customer
experience Business databases Customer relations Acquisition of data Customer
Experience in the Age of AI. Harvard Business Review; 03/01/2022<br/>Companies
across all industries are putting personalization at the center of their
enterprise strategies. For example, Home Depot, JPMorgan Chase, Starbucks, and
Nike have publicly announced that personalized and seamless omnichannel
experiences are at the core of their corporate strategy. We are now at the point
where competitive advantage will be based on the ability to capture, analyze,
and utilize personalized customer data at scale and on how a company uses AI to
understand, shape, customize, and optimize the customer journey. The obvious
winners have been large tech companies, which have embedded these capabilities
in their business models. But challenger brands, such as sweetgreen in
restaurants and Stitch Fix in apparel, have designed transformative first-party,
data-driven experiences as well. The authors explore how cutting-edge companies
use what they call intelligent experience engines to assemble high-quality
customer experiences. Although building one can be time-consuming, expensive,
and technologically complex, the result allows companies to deliver
personalization at a scale that could only have been imagined a decade
ago.<br/>(AN 155329664); ISSN: 00178012<br/>Business Source Corporate Plus Tue,
01 Mar 2022 00:00:00 -0500 plh_AN_155329664
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Martin, Roger L. Employee retention Wages Career development Praise
Individuality The Real Secret to Retaining Talent. Harvard Business Review;
03/01/2022<br/>In today’s knowledge economy, employees with unique skills have a
profound impact on organizations. It’s crucial to keep them happy. Many managers
believe that compensation is the key (as the eye-popping rewards paid to
employees in the upper echelon show). But truly talented people aren’t highly
motivated by money. Feeling special is far more important to them. You must
treat stars like valued individuals, not like members of a group, even an elite
one. To do that, respect these three never-dos: Never dismiss their ideas. The
Green Bay Packers learned this the hard way when they had a falling out with
Aaron Rodgers because he wasn’t given a voice in decisions affecting his ability
to lead his team to victory. The videoconferencing provider Webex made this
mistake too; it gave no traction to a proposal for a phone-friendly platform
made by star exec Eric Yuan, who got frustrated and left to start megarival
Zoom. Never block their development. Enabling stars to keep growing will win
their loyalty. But if they feel their way forward has been barred, they’ll take
their skills to an organization they think will clear a path for them. Never
pass up the chance to praise them. Extraordinary people spend all their time
doing hard things. If they don’t get recognition, they will drift away or become
resentful.<br/>(AN 155329665); ISSN: 00178012<br/>Business Source Corporate Plus
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Desai, Mihir; Egan, Mark; Mayfield, Scott Rate of return Stock repurchasing
Dividend reinvestment Organizational performance Errors A Better Way to Assess
Managerial Performance. Harvard Business Review; 03/01/2022<br/>Total
shareholder return (TSR) has become the definitive metric for gauging
performance. Unlike accounting measures such as revenue growth or earnings per
share that reflect the past, TSR is based on share price and thus captures
investor expectations of what will happen in the future, which is its chief
attraction. The problem is that TSR conflates performance associated with
strategy and operations with that arising from cash distributions (dividends and
buybacks). In this article, the authors discuss the distortions embedded in TSR
and propose a new metric, core operating shareholder returns, that emphasizes
operational performance. It also provides a comprehensive assessment of the
buyback revolution—and the verdict is quite damning.<br/>(AN 155329666); ISSN:
00178012<br/>Business Source Corporate Plus Tue, 01 Mar 2022 00:00:00 -0500
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Peterson, Randall S.; Behfar, Kristin J. Teams in the workplace Interpersonal
relations Competition (Psychology) Self-interest Employee psychology When to
Cooperate with Colleagues and When to Compete. Harvard Business Review;
03/01/2022<br/>The ability to navigate workplace relationships can make or break
your career. Though it’s easy to view them as simply negative or positive,
virtually all are a mix of both and require careful thought to manage. The trick
is to step back and dispassionately analyze what type of relationship you’re
in—conflict, competition, independence, cooperation, or collaboration. Where on
that spectrum you and your colleague fall will be determined by the degree to
which your interests align—or clash. The more in sync interests are, the more
positive a relationship is. Each type calls for a different set of tactics, but
even the negative relationships, if handled appropriately, can still yield
rewards.<br/>(AN 155329667); ISSN: 00178012<br/>Business Source Corporate Plus
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Bohra, Rakesh; Bhatnagar, Jyotsna Covenants not to compete Labor contracts
Independent contractors Employee retention Contracting out Case Study: One
Employee Went Freelance. Now Everyone Wants the Same Deal. Harvard Business
Review; 03/01/2022<br/>A case study is presented on the issue of former
employees who become independent contractors and work for their previous
company. It mentions the possibility of other employees leaving for similar
deals and how to keep them, the question of non-compete contracts, and presents
the opinions of two executives on how to handle similar situations.<br/>(AN
155329668); ISSN: 00178012<br/>Business Source Corporate Plus Tue, 01 Mar 2022
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Lester, Toby Middle class Social conflict Nonfiction Bridging the Divide:
Working Class Culture in a Middle-Class Society (Book) Metzgar, Jack Finding
Middle Ground. Harvard Business Review; 03/01/2022<br/>(AN 155329669); ISSN:
00178012<br/>Business Source Corporate Plus Tue, 01 Mar 2022 00:00:00 -0500
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Corporate purposes Management Executive Summaries March–April 2022. Harvard
Business Review; 03/01/2022<br/>(AN 155329670); ISSN: 00178012<br/>Business
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Beard, Alison Employment discrimination Streaming video & television Cooper,
Sarah Trump, Donald, 1946- Life's Work: An Interview with Sarah Cooper. Harvard
Business Review; 03/01/2022<br/>An interview with comedian Sarah Cooper is
presented in which she discusses her careers in technology and comedy,
discrimination in the workplace and her humorous videos involving former
president Donald Trump.<br/>(AN 155329671); ISSN: 00178012<br/>Business Source
Corporate Plus Tue, 01 Mar 2022 00:00:00 -0500 plh_AN_155329671
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<author>IGNATIUS, ADI</author>
<category>Management</category>
<category>Intention</category>
<title>Making Purpose Real.</title>
<description>Harvard Business Review; 03/01/2022<br/>The article presents an
introduction to the issue including a special section on management with
purpose.<br/>(AN 155329213); ISSN: 00178012<br/>Business Source Corporate
Plus</description>
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<category>Employee benefits</category>
<category>Job involvement</category>
<category>Work-life balance</category>
<category>Emotions</category>
<category>Autonomy (Psychology)</category>
<category>Rush, Carolyn</category>
<title>Rethinking Your Approach to the Employee Experience.</title>
<description>Harvard Business Review; 03/01/2022<br/>The article presents
research on the relationship between employee benefits and job engagement. It
mentions that companies need to focus more on the feelings of their employees,
the importance of actions such as connecting with employees' outside lives and
job autonomy, and presents an interview with human capital executive Carolyn
Rush. INSET: "Show Employees That You Care About More Than Their Work".<br/>(AN
155329588); ISSN: 00178012<br/>Business Source Corporate Plus</description>
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<category>Risk-taking behavior</category>
<category>Chief executive officers</category>
<title>Risky Business, On and Off the Job.</title>
<description>Harvard Business Review; 03/01/2022<br/>The article reports on
research regarding how risky behavior by chief executive officers can affect the
running of a company.<br/>(AN 155329589); ISSN: 00178012<br/>Business Source
Corporate Plus</description>
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<category>Goal (Psychology)</category>
<category>Gymnasiums</category>
<title>Want to Get in Shape? Plan How Often to Skip the Gym.</title>
<description>Harvard Business Review; 03/01/2022<br/>The article reports on
research regarding the setting of a goal such as going to the gym can increase
success at achieving that goal.<br/>(AN 155329590); ISSN: 00178012<br/>Business
Source Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<category>Organizational change</category>
<category>Reputation</category>
<title>The Secrets of Successful Corporate Transformations.</title>
<description>Harvard Business Review; 03/01/2022<br/>(AN 155329591); ISSN:
00178012<br/>Business Source Corporate Plus</description>
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<category>Social responsibility of business</category>
<category>Business success</category>
<title>The Cost of Being a Bad Corporate Citizen.</title>
<description>Harvard Business Review; 03/01/2022<br/>The article reports on
research regarding the effect of corporate social responsibility on the
company's success.<br/>(AN 155329592); ISSN: 00178012<br/>Business Source
Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<link>https://search.ebscohost.com/login.aspx?direct=true&AuthType=sso&db=plh&AN=155329608&site=ehost-live&scope=site&custid=ns062810</link>
<category>Race discrimination in employment</category>
<category>Racial inequality</category>
<title>Why Your Racial Equity Efforts May Be Failing.</title>
<description>Harvard Business Review; 03/01/2022<br/>The article reports on
research regarding ongoing challenges facing companies' efforts at racial equity
in the workplace.<br/>(AN 155329608); ISSN: 00178012<br/>Business Source
Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<category>Interpersonal relations</category>
<category>Conversation</category>
<title>Getting Beyond Small Talk.</title>
<description>Harvard Business Review; 03/01/2022<br/>The article reports on
research regarding levels of conversation and their effect on interpersonal
relations.<br/>(AN 155329609); ISSN: 00178012<br/>Business Source Corporate
Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<category>Management styles</category>
<category>Human behavior</category>
<title>Develop Your “Sweet Range”.</title>
<description>Harvard Business Review; 03/01/2022<br/>(AN 155329610); ISSN:
00178012<br/>Business Source Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<category>Employee reviews</category>
<category>Superior-subordinate relationship</category>
<title>To Create Psychological Safety, Share Negative Feedback About
Yourself.</title>
<description>Harvard Business Review; 03/01/2022<br/>The article reports on
research regarding the effectiveness of managers sharing negative feedback with
their team members.<br/>(AN 155329611); ISSN: 00178012<br/>Business Source
Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<author>Meeker, Amy</author>
<category>Entrepreneurship</category>
<category>Deadlines</category>
<category>New product development</category>
<category>Corporate finance</category>
<category>Wu, Andy</category>
<title>More-Experienced Entrepreneurs Have Bigger Deadline Problems.</title>
<description>Harvard Business Review; 03/01/2022<br/>The article presents an
interview with Professor Andy Wu of Harvard Business School on the issue of
deadlines for entrepreneurs. Wu discusses the problem of entrepreneurs who miss
their delivery dates on new products, the reasons that deadlines are missed, and
how this can impact fund raising for future projects.<br/>(AN 155329612); ISSN:
00178012<br/>Business Source Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<author>Baszucki, David</author>
<category>User-generated content</category>
<category>Organizational ideology</category>
<category>Computing platforms</category>
<category>Roblox Corp.</category>
<category>Baszucki, David</category>
<title>The CEO of Roblox on Scaling Community-Sourced Innovation.</title>
<description>Harvard Business Review; 03/01/2022<br/>When Roblox launched, in
2004, its user base was made up of friends, family members, and about 100 tech
enthusiasts recruited via Google ads to serve as impartial advisers. The idea
was simple but ambitious: create an online space where people from anywhere in
the world could do anything—construct buildings, run businesses, battle enemies,
play sports, attend concerts—together. Everyone agreed that user-generated
content (UGC) would be the key to making the platform great. Sixteen years later
Roblox boasts nearly 50 million active daily users and millions of developers,
who have created experiences such as Let’s Be Well, a game about recovering from
depression, and Royale High, a virtual high school. Thanks to their own
creativity, Robloxers can now walk fashion show runways, experience an eagle’s
flight, or figure out how to flee natural disasters with friends. The company’s
decision to embrace UGC opened it up to a whole new world of innovation, well
beyond what its employees could envision or manage. Roblox achieved it with a
culture that values long-term thinking, employees with a founder’s mindset, a
laser focus on end users, and an organizational structure that helps them stay
creative and engaged.<br/>(AN 155329613); ISSN: 00178012<br/>Business Source
Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<author>Knowles, Jonathan; Hunsaker, B. Tom; Grove, Hannah; James,
Alison</author>
<category>Management</category>
<category>Corporate purposes</category>
<category>Social responsibility of business</category>
<category>Marketing</category>
<category>Intention</category>
<title>What Is the Purpose of Your Purpose?</title>
<description>Harvard Business Review; 03/01/2022<br/>"Despite its sudden
elevation in corporate life," the authors write, "purpose remains a confusing
topic." They argue that a primary cause of this confusion is that the word is
used in three senses: Cause-based purposes (such as Patagonia’s “in business to
save our home planet”) tend to receive the most attention. Competence-based
purposes (such as Mercedes’s “First Move the World”) express a clear value
proposition to customers and the employees responsible for delivering that
value. Culture- based purposes (such as Zappos’s “To Live and Deliver WOW”) are
effective at creating internal alignment and collaboration with key partners.
The authors offer advice about identifying what sort of purpose will best suit
your company without misrepresenting it.<br/>(AN 155329614); ISSN:
00178012<br/>Business Source Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<author>Gulati, Ranjay</author>
<category>Corporate purposes</category>
<category>Social responsibility of business</category>
<category>Corporate profits</category>
<category>Decision making in business</category>
<category>Intention</category>
<title>The Messy but Essential Pursuit of Purpose.</title>
<description>Harvard Business Review; 03/01/2022<br/>Most forward-thinking
executives have embraced the notion that purpose-driven companies can solve
social and environmental problems while also generating wealth, creating win-win
outcomes that benefit everyone. But ideal solutions are rare. Many
purpose-driven companies revert to a profit-first strategy if the going gets
tough. Others doggedly pursue purpose but then find that their businesses are
unsustainable. Using case studies on Etsy, Livongo, and other diverse companies,
the author offers practical examples that leaders can use to think creatively
about how to deliver as much benefit as possible to all their
stakeholders.<br/>(AN 155329615); ISSN: 00178012<br/>Business Source Corporate
Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<author>Nair, Leena; Dalton, Nick; Hull, Patrick; Kerr, William</author>
<category>Corporate purposes</category>
<category>Corporate reorganizations</category>
<category>Occupational mobility</category>
<category>Job satisfaction</category>
<category>Unilever Group (Company)</category>
<title>Use Purpose to Transform Your Workplace.</title>
<description>Harvard Business Review; 03/01/2022<br/>Is keeping pace with the
future of work incompatible with using purpose to guide the organization?
Unilever is stretching its well-known commitment to purpose for a new and
daunting challenge—the transformation of its workforce of more than 149,000
employees. Its Future of Work program involves purpose-focused workshops for all
employees that are designed to help them choose their future jobs, whether with
the company or elsewhere. Many organizations assume that workforce
transformations require painful layoffs. Unilever believes that such an approach
represents a missed opportunity and is ultimately counterproductive. It has
pledged to undertake a workforce transformation guided by its commitment to
decency and sustainability.<br/>(AN 155329616); ISSN: 00178012<br/>Business
Source Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<author>Rigby, Darrell; Elk, Sarah; Berez, Steve</author>
<category>Corporate purposes</category>
<category>Lean management</category>
<category>Innovations in business</category>
<category>Stakeholders</category>
<category>Corporate reorganizations</category>
<title>Purposeful Business the Agile Way.</title>
<description>Harvard Business Review; 03/01/2022<br/>Record numbers of employees
are quitting their jobs, and others are hitting picket lines to demonstrate a
growing conviction that life is too short to waste on demoralizing work. Concern
about social inequities and environmental damage is escalating. Executives see
these problems, but few know how to transform a profit-maximizing system into a
purpose-driven one without jeopardizing the future of their businesses and their
own careers. Agile ways of working can help, turning squishy debates about
corporate purpose into real actions and results.<br/>(AN 155329617); ISSN:
00178012<br/>Business Source Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<author>Minson, Julia A.; Gino, Francesca</author>
<category>Conflict management</category>
<category>Business communication</category>
<category>Social conflict</category>
<category>Negativism</category>
<category>Trust</category>
<category>Acquiescence (Psychology)</category>
<title>Managing a Polarized Workforce.</title>
<description>Harvard Business Review; 03/01/2022<br/>One of the toughest
challenges leaders face is managing diverse perspectives—and given heightened
tensions over politics and movements such as #MeToo and Black Lives Matter,
that’s more difficult today than ever before. At the same time, productive
disagreement and engagement with opposing views are crucial to high-functioning
teams and organizations. So how can leaders both foster passionate debate and
preserve collaboration and trust? Drawing from work conducted with scholars of
psychology, sociology, and management, Harvard’s Julia A. Minson and Francesca
Gino offer advice for leaders on approaching disagreements productively and
helping employees at all levels do so. Tactics include training that defuses
fears of disagreeing (it’s usually not as unpleasant as we expect); encourages
people to cultivate a receptive mindset by, for instance, intentionally
considering information from the opposing perspective; teaches people to choose
words carefully, hedge claims, and emphasize areas of agreement; and fosters a
culture of tolerance through actions and tone. Honing these skills takes time
and practice, but the resulting decrease in frustration and negativity is well
worth the effort. INSET: How to Signal Receptiveness.<br/>(AN 155329618); ISSN:
00178012<br/>Business Source Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<author>Williams, Joan C.; Dolkas, Jamie</author>
<category>Diversity in the workplace</category>
<category>Commercial statistics</category>
<category>Business process management</category>
<category>Risk management in business</category>
<category>Acquisition of data</category>
<title>Data-Driven Diversity.</title>
<description>Harvard Business Review; 03/01/2022<br/>Many companies today
recognize that workforce diversity is both a moral imperative and a key to
stronger business performance. U.S. firms alone spend billions of dollars every
year to educate their employees about diversity, equity, and inclusion (DEI).
But research shows that such training programs don’t lead to meaningful change.
What’s necessary, say the authors, is a metrics-based approach that can identify
problems, establish baselines, and measure progress. Company managers and
in-house lawyers often worry that collecting diversity data may yield evidence
of discrimination that can fuel lawsuits against them. But there are ways to
minimize the legal threats while still embracing the use of metrics. The authors
suggest first determining your risk tolerance and then developing an action
plan. You will need to track both outcome metrics and process metrics and act
promptly on what you find. Starting with a pilot program can be a good idea. You
should also build the business case for intervention, control expectations
through careful messaging, and create clear protocols for accessing, sharing,
and retaining DEI data.<br/>(AN 155329623); ISSN: 00178012<br/>Business Source
Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
<guid isPermaLink="false">plh_AN_155329623</guid>
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<author>Wilson, H. James; Daugherty, Paul R.</author>
<category>Artificial intelligence in business</category>
<category>Human-computer interaction</category>
<category>Expertise</category>
<category>Computer architecture</category>
<category>Business planning</category>
<category>Acquisition of data</category>
<title>Robots Need Us More Than We Need Them.</title>
<description>Harvard Business Review; 03/01/2022<br/>Research shows that
companies that are investing heavily in digital technologies to harness the
power of human-machine collaboration are dramatically improving their bottom
lines. But it takes people to conceive of and manage the innovations, and the
authors are convinced that success in the future depends on a human-centered
approach to artificial intelligence (AI). In this article they present their
IDEAS framework, which calls for attention to five elements of the emerging
technology landscape: intelligence, data, expertise, architecture, and strategy.
The authors discuss each of these in turn, examining how companies such as
McDonald’s, Etsy, and the online grocer Ocado have implemented human-driven AI
processes and applications to become leading players in their industries. If
you’re eager to transform your own business, the IDEAS frame- work can help you
develop a road map for AI-enabled innovation.<br/>(AN 155329624); ISSN:
00178012<br/>Business Source Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<author>Gherson, Diane; Gratton, Lynda</author>
<category>Supervisors</category>
<category>Teams in the workplace</category>
<category>Job involvement</category>
<category>Reengineering (Management)</category>
<category>Management styles</category>
<title>Managers Can’t Do It All.</title>
<description>Harvard Business Review; 03/01/2022<br/>In recent decades sweeping
re-engineering, digitization, and agile initiatives—and lately the move to
remote work—have dramatically transformed the job of managers. Change has come
along three dimensions: power, skills, and structure. Managers now have to think
about making their teams successful, rather than being served by them; coach
performance, not oversee tasks; and lead in rapidly changing, more-fluid
environments. These shifts have piled more responsibilities onto managers and
required them to demonstrate new capabilities. Research shows that most managers
are struggling to keep up. A crisis is looming, say Gherson, a former corporate
chief human resources officer, and Gratton, a London Business School professor.
Some organizations, however, are heading it off by reimagining the role of
managers. This article looks at three—Standard Chartered, IBM, and Telstra—that
have helped managers develop new skills, rewired systems and processes to
support their work better, and even radically redefined managerial
responsibilities to meet the new priorities of the era.<br/>(AN 155329625);
ISSN: 00178012<br/>Business Source Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<author>Kanter, Rosabeth Moss; Hayirli, Tuna Cem</author>
<category>Chief executive officers</category>
<category>Social responsibility of business</category>
<category>Coalitions</category>
<category>Leadership</category>
<category>Organizational commitment</category>
<category>Trust</category>
<title>Creating High-Impact Coalitions.</title>
<description>Harvard Business Review; 03/01/2022<br/>Traditionally, responses to
crises and societal problems—the Covid-19 pandemic, natural disasters, racial
inequities—are considered the responsibility of the public sector and NGOs. But
addressing the world’s most critical problems requires leadership, resources,
and skills beyond those of any single organization, industry, sector, or
government. What’s needed, the authors argue, is high-impact coalitions—an
emerging organizational form that reaches across boundaries of business,
governments, and NGOs. Although public-private partnerships have existed for
some time in various forms, large cross-sector, multistakeholder initiatives are
newly resurgent and not yet widely understood. They are more voluntary and
relationship-based than formal organizations but more task-directed than
networks. They connect otherwise disparate spheres of activity that bear on big
problems by aligning powerful actors behind a purpose-driven mission. Once
underway, they can harness and utilize capabilities quickly and flexibly. This
article describes the features of high-impact coalitions and sets out five
principles that make the difference between success and failure.<br/>(AN
155329626); ISSN: 00178012<br/>Business Source Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<author>Edelman, David C.; Abraham, Mark</author>
<category>Artificial intelligence in business</category>
<category>Customer experience</category>
<category>Business databases</category>
<category>Customer relations</category>
<category>Acquisition of data</category>
<title>Customer Experience in the Age of AI.</title>
<description>Harvard Business Review; 03/01/2022<br/>Companies across all
industries are putting personalization at the center of their enterprise
strategies. For example, Home Depot, JPMorgan Chase, Starbucks, and Nike have
publicly announced that personalized and seamless omnichannel experiences are at
the core of their corporate strategy. We are now at the point where competitive
advantage will be based on the ability to capture, analyze, and utilize
personalized customer data at scale and on how a company uses AI to understand,
shape, customize, and optimize the customer journey. The obvious winners have
been large tech companies, which have embedded these capabilities in their
business models. But challenger brands, such as sweetgreen in restaurants and
Stitch Fix in apparel, have designed transformative first-party, data-driven
experiences as well. The authors explore how cutting-edge companies use what
they call intelligent experience engines to assemble high-quality customer
experiences. Although building one can be time-consuming, expensive, and
technologically complex, the result allows companies to deliver personalization
at a scale that could only have been imagined a decade ago.<br/>(AN 155329664);
ISSN: 00178012<br/>Business Source Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<author>Martin, Roger L.</author>
<category>Employee retention</category>
<category>Wages</category>
<category>Career development</category>
<category>Praise</category>
<category>Individuality</category>
<title>The Real Secret to Retaining Talent.</title>
<description>Harvard Business Review; 03/01/2022<br/>In today’s knowledge
economy, employees with unique skills have a profound impact on organizations.
It’s crucial to keep them happy. Many managers believe that compensation is the
key (as the eye-popping rewards paid to employees in the upper echelon show).
But truly talented people aren’t highly motivated by money. Feeling special is
far more important to them. You must treat stars like valued individuals, not
like members of a group, even an elite one. To do that, respect these three
never-dos: Never dismiss their ideas. The Green Bay Packers learned this the
hard way when they had a falling out with Aaron Rodgers because he wasn’t given
a voice in decisions affecting his ability to lead his team to victory. The
videoconferencing provider Webex made this mistake too; it gave no traction to a
proposal for a phone-friendly platform made by star exec Eric Yuan, who got
frustrated and left to start megarival Zoom. Never block their development.
Enabling stars to keep growing will win their loyalty. But if they feel their
way forward has been barred, they’ll take their skills to an organization they
think will clear a path for them. Never pass up the chance to praise them.
Extraordinary people spend all their time doing hard things. If they don’t get
recognition, they will drift away or become resentful.<br/>(AN 155329665); ISSN:
00178012<br/>Business Source Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<author>Desai, Mihir; Egan, Mark; Mayfield, Scott</author>
<category>Rate of return</category>
<category>Stock repurchasing</category>
<category>Dividend reinvestment</category>
<category>Organizational performance</category>
<category>Errors</category>
<title>A Better Way to Assess Managerial Performance.</title>
<description>Harvard Business Review; 03/01/2022<br/>Total shareholder return
(TSR) has become the definitive metric for gauging performance. Unlike
accounting measures such as revenue growth or earnings per share that reflect
the past, TSR is based on share price and thus captures investor expectations of
what will happen in the future, which is its chief attraction. The problem is
that TSR conflates performance associated with strategy and operations with that
arising from cash distributions (dividends and buybacks). In this article, the
authors discuss the distortions embedded in TSR and propose a new metric, core
operating shareholder returns, that emphasizes operational performance. It also
provides a comprehensive assessment of the buyback revolution—and the verdict is
quite damning.<br/>(AN 155329666); ISSN: 00178012<br/>Business Source Corporate
Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<author>Peterson, Randall S.; Behfar, Kristin J.</author>
<category>Teams in the workplace</category>
<category>Interpersonal relations</category>
<category>Competition (Psychology)</category>
<category>Self-interest</category>
<category>Employee psychology</category>
<title>When to Cooperate with Colleagues and When to Compete.</title>
<description>Harvard Business Review; 03/01/2022<br/>The ability to navigate
workplace relationships can make or break your career. Though it’s easy to view
them as simply negative or positive, virtually all are a mix of both and require
careful thought to manage. The trick is to step back and dispassionately analyze
what type of relationship you’re in—conflict, competition, independence,
cooperation, or collaboration. Where on that spectrum you and your colleague
fall will be determined by the degree to which your interests align—or clash.
The more in sync interests are, the more positive a relationship is. Each type
calls for a different set of tactics, but even the negative relationships, if
handled appropriately, can still yield rewards.<br/>(AN 155329667); ISSN:
00178012<br/>Business Source Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<author>Bohra, Rakesh; Bhatnagar, Jyotsna</author>
<category>Covenants not to compete</category>
<category>Labor contracts</category>
<category>Independent contractors</category>
<category>Employee retention</category>
<category>Contracting out</category>
<title>Case Study: One Employee Went Freelance. Now Everyone Wants the Same
Deal.</title>
<description>Harvard Business Review; 03/01/2022<br/>A case study is presented
on the issue of former employees who become independent contractors and work for
their previous company. It mentions the possibility of other employees leaving
for similar deals and how to keep them, the question of non-compete contracts,
and presents the opinions of two executives on how to handle similar
situations.<br/>(AN 155329668); ISSN: 00178012<br/>Business Source Corporate
Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<author>Lester, Toby</author>
<category>Middle class</category>
<category>Social conflict</category>
<category>Nonfiction</category>
<category>Bridging the Divide: Working Class Culture in a Middle-Class Society
(Book)</category>
<category>Metzgar, Jack</category>
<title>Finding Middle Ground.</title>
<description>Harvard Business Review; 03/01/2022<br/>(AN 155329669); ISSN:
00178012<br/>Business Source Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<category>Corporate purposes</category>
<category>Management</category>
<title>Executive Summaries March–April 2022.</title>
<description>Harvard Business Review; 03/01/2022<br/>(AN 155329670); ISSN:
00178012<br/>Business Source Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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<author>Beard, Alison</author>
<category>Employment discrimination</category>
<category>Streaming video & television</category>
<category>Cooper, Sarah</category>
<category>Trump, Donald, 1946-</category>
<title>Life's Work: An Interview with Sarah Cooper.</title>
<description>Harvard Business Review; 03/01/2022<br/>An interview with comedian
Sarah Cooper is presented in which she discusses her careers in technology and
comedy, discrimination in the workplace and her humorous videos involving former
president Donald Trump.<br/>(AN 155329671); ISSN: 00178012<br/>Business Source
Corporate Plus</description>
<pubDate>Tue, 01 Mar 2022 00:00:00 -0500</pubDate>
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