HomeWinter 2021 Issue
Winter 2021 Issue
A Manager’s Dilemma: Sow or Harvest
Vijay Govindarajan, Ashish Sood, Anup Srivastava, Luminita Enache, and Barry Mishra have found that companies must focus relentlessly on building long-term competencies, even if doing so reduces immediate profits. Nonetheless, it is vital to shift focus when your product or idea becomes unexpectedly successful, so that you can milk that opportunity's profits before it vanishes in the face of competition and technological progress.
A Message from the Deans of MBR’s Sponsors
Antonio Bernardo,Anderson School of Management, UCLA, USA Frank Chen,City University of Hong Kong, China Murray M. Dalziel,Merrick School of Business, University of Baltimore, USA Robert M. Dammon,Tepper...
Adaptive Space: Shifting from Structural to Social Design
One of the biggest challenges facing organizations today is the need to be agile. To achieve this goal, leaders must seek a deeper understanding of the power of social interaction in furthering the flow of ideas, information, and insight. Michael Arena explains how building relational structures that foster 4D connections, discovery, development, diffusion, and disruption, can usher in the new, innovative ideas and concepts necessary to positively disrupt.
Boards and Sustainability: From Aspirations to Action
Boards of directors can play a critical role in determining how much attention their firms pay to sustainability. Craig Smith and Ron Soonieus explain how boards can turn their aspirations for sustainability into meaningful action, particularly in light of the fundamental questions boards should be asking in the wake of the COVID‐19 pandemic.
Climate Change: The Real Inconvenient Truth
Consumers choose economic development over serious climate initiatives. Corporations don't invest in meaningful change because consumers won't pay for it. And governments cannot lead if citizens won't follow. The battle to prevent climate change through behavior modification, regulation, or personal deprivation has already been lost. Yossi Sheffi explains why the solution is collaborative investment in developing technologies that can reverse climate change.
Contents at a glance
14 Editorial: A New Platform for Integrating and Improving Management Research and Practice. Wallace Hopp, Christopher Ittner, and Kalyan Singhal. Three editors in chief offer a bold...
We gratefully dedicate Management and Business Review to the fond memory of Melanie Hopp Melanie was a steadfast and courageous woman who encouraged and inspired...
Digital Operations: Autonomous Automation and the Smart Execution of Work
By digitizing operations, companies may replace manual work with increased automation, but they may also augment human work through smarter execution. Robert Boute and Jan Van Mieghem present a conceptual framework that distinguishes the different levels of digitization, automation, and intelligence. This framework can serve as an audit, helping companies to assess where they are now and where they could be in the future.
Don’t Turn a Blind Eye to Environmental Violations
Many firms believe that the way to cope with environmental violations by their contract manufacturers is through greenwashing initiatives which they hope will protect them from collateral damage. Chris Lo, Christopher Tang, Paul Zhou, Andy Yeung, and Di Fan disagree, arguing that turning a blind eye to polluters in their supply chains can cause major problems for firms.