The Best of MIT Sloan Management Review

New research shows that large language models increase persuasive behaviors when users question their output.

Stakeholders can use a new typology to classify AI startups based on how they create, deliver, and extract value from AI.

New United Nations rules on online crime will have implications for businesses, especially around data governance.

Companies should pare down the customer metrics they collect to focus on those that yield deepest insights.

Developing organizational leadership principles yielded four lessons on boosting employees’ and leaders’ performance.

On the Me, Myself, and AI podcast, GitHub’s Mario Rodriguez discusses AI’s potential to change the future of coding.

This Me, Myself, and AI episode features MIT professor and Nobel Prize winner Daron Acemoglu and host Sam Ransbotham.

U.S. businesses must support STEM education to address the talent crisis and stay competitive in AI and tech innovation.

For optimal business innovation, leaders must take a balanced approach to applying generative and analytical AI.

New research points to the potential of professional development training for boosting teams’ collaboration skills.

Successful growth in new sectors requires balancing support for the core business with investment in radical innovation.

Gen Z — already adept at online communication — can model ways for hybrid teams to develop stronger digital connections.

«Leaders will need to invest in digital tools and physical environments that help promote connection, collaboration, and productivity»

As the digital economy continues to reshape work and business practices, leaders need to develop new approaches to guide their teams and organizations forward. But an authoritative 2019 study finds that leaders themselves are falling behind. MIT Sloan Management Review and Cognizant surveyed more than 4,000 leaders worldwide, conducted executive interviews and performed sentiment analysis – only to find that most leaders are holding their teams and organizations back by clinging to outdated leadership concepts and practices. Luckily, this report offers clear, actionable guidance to help leaders transform.

Leaders need a blend of traditional and new skills to steer their organizations into the future.

The 2015 Digital Business Report by MIT SMR and Deloitte identifies strategy as the key driver in the digital arena.

The competitive advantages offered by digital technology have evolved. Here’s how to capture them.

A global survey reveals the pandemic’s effect on employee resilience and engagement and points to ways to improve them.

Research suggests that high levels of employee engagement are associated with higher rates of profitability growth.

Research shows that managers must incorporate relational power into their leadership approach in virtual work settings.

«Relational power is derived from the ability of an individual to wield influence on others without necessarily being in a formal hierarchical role»

Get advice on crafting successful onsite team time, in this brief video with Brian Elliott.

From hyping up teams to finding the right data, ever more challenging tasks demand new approaches. Here are four tips.

Use these strategies to build your leadership skill set and solve tough challenges in the new year.

Supply chain risks have become nearly incalculable. Managing them requires a capabilities-driven mindset.

The COVID-19 pandemic underscores why disaster preparedness is vital for supply chain resilience.

Gaining value from data assets that include customers’ personal information requires advanced data protection tactics.

This Me, Myself, and AI episode features the NFL’s Jeff Miller in conversation with hosts Sam Ransbotham and Shervin Khodabandeh.

Identify and address ageism to avoid disconnects with employees and customers and find new business opportunities.

Leaders’ essential but overlooked role in facilitating learning can be enhanced with this five-part process.

To get employees with not-invented-here syndrome to open up to new ideas, companies may have to incentivize or push them.

«My research into this phenomenon found that it can manifest at all levels of an organization and to different degrees but can be most entrenched among two types of individuals: doubters and resisters. Both lack motivation and hold strong negative attitudes toward external knowledge.»