Research Highlight

Four key steps can help a new initiative create value for both the company and the public.

It’s surprisingly common for companies to make mistakes in their layoff decisions — and the mistakes can be expensive.

Managers have an increasing appetite for analytics, according to a 2013 MIT Sloan Management Review / SAS survey.

Three recent books offer expert perspectives on the increasing power and importance of analytics.

Research suggests that outsourcing IT helps reduce sales expenses and general and administrative costs.

A new framework helps identify the best strategy for a particular product or service.

What does it take to transform an organization before a crisis hits?

Managers can’t afford to rely on haphazard, hit-or-miss approaches to idea generation.

Successfully integrating a company acquired for its knowledge and experience is a particular challenge.

Research suggests that a good corporate logo can have a positive effect on customer commitment.

Public perceptions of corporate irresponsibility are shaped in subjective, yet predictable, ways.

A three-question framework can help companies identify the most strategic sustainability issues.

When CEOs use corporate programs to drive strategic renewal, program design is key.

Human resources executives believe the next generation of global executives will be more diverse.

New research suggests that hiring a CEO with previous experience in the role is not always wise.

Does paying outside board members with equity grants lead to less socially responsible behavior?

A study of soccer teams suggests that ex-employees who leave on bad terms can be tough competitors.

With 435 labeling programs globally, companies need to be smart when picking one for their products.

Product selection is one of six significant drivers of customer satisfaction for e-retailers.

A computer simulation of high-frequency trading behavior yields new insights into market volatility.