Harvard Business School
Harvard Business School
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Publish or perish: What the research says about productivity in academia
Universities tend to evaluate professors based on their research output, but does that measure reflect the realities of higher ed? A study of 4,300 professors by Kyle Myers, Karim Lakhani, and colleagues probes the time demands, risk appetite, and compensation of faculty
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How used products can unlock new markets: Lessons from Apple's refurbished iphones
The idea of reselling old smartphones might have seemed risky for a company known for high-end devices, but refurbished products have become a major profit stream for Apple and an environmental victory. George Serafeim examines Apple's circular model in a case study, and offers insights for other industries
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Is your workplace biased against introverts?
Extroverts are more likely to express their passion outwardly, giving them a leg up when it comes to raises and promotions, according to research by Jon Jachimowicz. Introverts are just as motivated and excited about their work, but show it differently. How can managers challenge their assumptions?
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Employee negativity is like wildfire. Manage it before it spreads
One overwhelmed person's gripes can quickly escalate into collective distress. Research by Amit Goldenberg gives managers reasons to pay close attention to teams' emotions. He offers advice to help groups reframe negative experiences
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How to keep employees productive: Support caregivers
Three-quarters of US employees are balancing caregiving with their careers. If companies could prevent five of them from quitting, they could save $200,000. Joseph Fuller offers a seven-point plan for supporting the sandwich generation and beyond
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Did you hear what I said? How to listen better
People who seem like they're paying attention often aren't—even when they're smiling and nodding toward the speaker. Research by Alison Wood Brooks, Hanne Collins, and colleagues reveals just how prone the mind is to wandering, and sheds light on ways to stay tuned in to the conversation
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Lessons in decision-making: Confident people aren't always correct (except when they are)
A study of 70,000 decisions by Thomas Graeber and Benjamin Enke finds that self-assurance doesn't necessarily reflect skill. Shrewd decision-making often comes down to how well a person understands the limits of their knowledge. How can managers identify and elevate their best decision-makers?
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The network effect: Why companies should care about employees' LinkedIn connections
What do Honeywell, IBM, and Pfizer have in common? Employees with strong professional networks. A study of 2 billion employee relationships on LinkedIn probes the power of such connections—and potential benefits for companies. Research by Frank Nagle
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Do leaders learn more from success or failure?
There's so much to learn from failure, potentially more than success, argues Amy Edmondson in a new book. James Heskett asks whether the study of leadership should involve more emphasis on learning from failure?
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Layoffs can be bad business: 5 strategies to consider before cutting staff
Many companies are quick to reduce headcount when economic headwinds appear, but they risk weakening their businesses. A case study by Sandra Sucher explores the hidden costs of layoffs