A new survey examines how political and economic shifts can affect corporate innovation.

With the public’s level of anxiety and distrust of executives and government officials, leaders must rethink how they relate to organizations.

Today’s economic and political upheavals reflect an ongoing misalignment between business and economies (on the one hand) and acceptable societal outcomes (on the other). There is still time to adjust, if we are willing to reexamine some long-held assumptions.

As a tightening in farm labor shows, employers must choose from a handful of undesirable options to stay in business.

All sorts of U.S. industries, including education and car manufacturing, sell their products and services to international customers.

Serious questions are being raised about the ability of people and goods to move freely across borders. What does that mean for business?

Why we should stop being surprised that events surprise us.

What really happens to human systems — machines, processes, and businesses — when smart machines enter the picture? For related insights, read “Five Overlooked Principles Shaping the Destiny of Your Business.”

The remarkable gains in productivity in growth in the post–World War II years ground to a halt in the 1970s — and we’re still living with the fallout.

The former Federal Reserve chairman’s remarkable career offers insight into the links between politics and markets.

Planning for Unpredictability

Being recognized as an international brand is usually a decided competitive advantage. But some markets and certain consumers prefer local firms.

From income inequality to gridlock, progress is coming from some unlikely sources.

Executives who accumulate international know-how are no more likely than others to advance their career at multinational companies.

Despite obstacles and setbacks, companies are still globalizing at a furious pace.

Has American economic history proved that pragmatism is the most effective ideology?

The billionaire investor’s latest annual letter provides an important insight on the divergent fortunes of companies and individuals.

The U.K.’s efforts to redefine its relationship with the European Union highlight a growing trend of countries hedging on globalization.

Two decades of management coverage, charted by topic.

Judith Rodin, president of the Rockefeller Foundation, describes how to build the capacity to survive disastrous events.

The DHL Global Connectedness Index, now in its third edition, shows that not all flows of trade, capital, information, and people are alike.

John Elkington and Jochen Zeitz’s new book proposes how to achieve the triple bottom line of planet, people, and profits.

To keep growing amid volatility, companies should remain adaptable in their approach to supply chain management.

Advantage is transient, but corporate identity is slow to change. Figure out that paradox, and your company will be primed for success.

Large initiatives such as oil pipelines have a higher chance of succeeding when stakeholders work together to manage the risks.