Organizational Behavior

What’s happening this week at the intersection of management and technology.

Communication has changed thanks to social media — with long-term impacts on how companies work.

Digital transformation has been positive in many ways, but some long-term trends are troubling.

As technology evolves, managers and organizations will need new skill sets.

This year’s winning article is “Accelerating Projects by Encouraging Help,” by Fabian J. Sting, Christoph H. Loch, and Dirk Stempfhuber.

No, software will not render managers obsolete, but you will need to be more skilled than ever before.

New research shows bias exists even in merit-based systems — but a data-centric approach can help.

To limit risk, boards should take a tough, honest look at why the C–suite has so little diversity.

A focus on execution is undermining managers’ ability to develop strategy and leadership skills.

There’s no single formula for making work meaningful — but poor management is a universal obstacle.

Algorithms are fundamentally redefining the roles of worker and manager.

Staying competitive may mean exploring new business models — but watch out for internal tensions.

Putting data and analytics to work hasn’t just helped Ford more competitive — it has transformed the company’s processes.

Digital tools can reshape the relationship between organizations and retiring employees.

The problem of the domineering corporate headquarters resonates with executives of multinationals.

Companies aiming to be competitive in the long term do not see safety and productivity as trade-offs.

Email archive data presents patterns that managers can use to improve organizational performance.

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

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

Research by MIT SMR shows that effective digital strategy is strongly associated with a company’s overall digital maturity.