Young Profs

IESE professor Pascual Berrone on why companies need to rethink their approach to sustainability.

Carnegie Mellon professor Taya Cohen explains the connection between moral character and workplace performance.

According to Adam Smith scholar Ryan Patrick Hanley, executives can navigate today’s turbulence only by learning to see themselves as others might see them.

Rotman School assistant professor Laura Doering explores the intersection of economic development and human nature.

The IMD professor describes how the accelerating pace of technological change puts new pressures on established companies.

INSEAD’s David Dubois on how companies and their customers communicate in the digital age.

Kellogg’s Maryam Kouchaki on understanding — and avoiding — ethical breakdowns.

Duke professor Aaron Chatterji believes business leaders have social and political responsibilities they can’t afford to neglect.

Tuck professor Eesha Sharma on how perceptions of personal wealth affect the decisions people make.

Stanford’s Adina Sterling on the pros and cons of relying on relationships. See also “Hiring through Your Employees’ Social Networks.”

In The Happiness Track, Emma Seppälä describes six strategies that will make you happier and more successful at work.

UNC Kenan-Flagler professor Mike Christian discusses techniques executives can use to improve interpersonal relationships and performance. For more related insights, read “Mike Christian on Mindfulness and Mental Energy.”

The UNC Kenan-Flagler professor explains the science of self-control, and how it affects your performance at work. See also “How Mindfulness Can Prevent Retaliation at Work.”

The University of Michigan professor believes that to solve human problems, human skill is needed more urgently than ever before.

Rutgers professor Brett Gilbert describes the development of entrepreneurial communities, from Silicon Valley to Johannesburg. See also "The A to Z of Tech Clusters."

The professor at Vanderbilt’s Owen Graduate School of Management explains the root of unethical behavior.

Expectations don’t match reality, says the UCLA Anderson School of Management professor, when it comes to the performance of certain personality types in teams.

The Darden School of Business professor describes a new framework for predicting conflict outcomes.

Smartphones are not the problem — it’s bad management that people resent. And watch the video “How Inattentive Management Wastes Employees’ Time.”

The Stanford professor explains how social distance affects the way people respond to feedback.

INSEAD professor Erin Meyer discusses how companies can boost the efficiency of their multinational teams by focusing on how they communicate across cultures. For more insights, read the related article.

The INSEAD professor shows how people can communicate across cultures. And watch the video “How to Lead a Successful Global Team.”

How skilled return migrants can be your company’s agents of change.

In this video, Wharton professor Katherine Milkman explains how to motivate people to move beyond their past failures and achieve their goals. For more insights, read “Katherine Milkman on Why Fresh Starts Matter.”

The Wharton professor says moments when you wipe the slate clean can help you meet your goals. And watch the video “How the Fresh-Start Effect Creates a Clean Slate.”

How the practices of “pride builders” can help you develop a high-performance culture.

A historian’s approach to strategic empathy can help you anticipate your rivals’ next moves.

A psychologist and new MacArthur Fellow says you need employees with stamina and tenacity above all else.

The economist explains how financial crises spread like a disease and what companies can do to immunize themselves.

Companies that link complementary partners, like dating sites or online auctions, can dominate for years or be swept away in an instant.

How the science of social transmission will help your brand catch on—and why tweeting alone is not enough.

Left unchecked, competitive situations may be as likely to bring out our worst as our best.

For innovation to flourish, variation must go hand in hand with selection.

The cofounder of unconscious thought theory explains how taking a break and distracting the mind can lead to higher-quality decision making.

In today’s workplace, what goes around comes around faster, sinking takers and propelling givers to the top.