How does a firm ensure creative interactions among people within and outside of the organization in pandemic conditions?
The uncertainty created by COVID-19 requires agile adaptations from both employees and employers.
Aggregate spending concentration has declined, leading to an increase in niche consumption.
Insincere support can undermine a company's credibility.
Evaluating four approaches to competitive advantage.
Pandemic conditions have forced most organizations to evolve, leaving old practices behind.
How multinational firms and new ventures internationalize in crisis times
Uncertainty due to COVID-19 has created anxiety for firms. But uncertainty also allows learning and positive change.
CEOs and corporate boards would do well to learn the rudiments of game theory.
In digital classrooms, do students belonging to wealthier families have an unfair advantage over those from poorer fa...
To respond effectively to the COVID-19 pandemic, the digital transformation of government must go beyond remote work.
How should organizations successfully address anti-vaccination messaging?
The COVID-19 pandemic has highlighted the need for multinationals to reconsider global supply chains.
China's model of online competition remains largely unknown in the West.
Because strategy is not a complete plan, interdependencies account for eventual outcomes.
Why do large successful public companies and their CEOs suddenly weaken?
The practice of strategy remains an elusive skill for many companies, but framing strategy as a series of questions c...
When former CEO Jeff Immelt left GE in 2017, the company faced the challenge of adjusting its focus to better compete...
Electric guitar manufacturers have been in a downward slide for nearly a decade, mirroring rock music's decline in po...
In rapidly changing business environments - like the technology sector - the dynamic capabilties of sensing, seizing,...