According to Bernard T. Ferrari and Jessica Goethals, writing for McKinsey Quarterly, productive rivalry can spur innovation and help the development of products and services, and they cite such diverse evidence as the director of General Electric's Global Research Group, and the more surprising example of the Renaissance.
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Controlling bosses produce unproductive employees, says Andrew O'Connell on HBR.org's 'Research' blog.
In fact, the mere thought – or even an unconscious thought – of a controlling person can have a negative effect on employees' performance, he insists.
In Harvard Business Review, Vijay Govindarajan and Chris Trimble discuss the conflict that sometimes arises between innovation teams and the people responsible for day-to-day operations. They believe the solution lies in organising an innovative initiative as a partnership of both entities.
On the Bloomberg Businessweek website, Sharon Nunes discusses the concept of working outside the "comfort zone" and creating successful collaborations from the conflicts and creative tensions that exist within networks and teams.
On Forbes.com, Donald Delves discusses ways in which pay can encourage innovation.
On Forbes.com, Martin Zwilling outlines a recipe for a great business plan, revealing the ten essential ingredients.
According to the author, investment-grade business plans usually consist of around 20 pages, which should also contain these ten key elements that matter most to business owners and investors…
Writing for HBR.org's 'Best Practices' blog, Amy Gallo offers some advice on avoiding recruitment disasters.
As Gallo points out, hiring staff can be both nerve-wracking and time-consuming, and the outcome is often uncertain.
Micromanagement might not be such a bad thing, according to Thomas O. Davenport, writing for Bloomberg Businessweek. While the "neurotic, power-tripping variety drives employees crazy", well-executed micromanagement "gives them what they want and need to do their jobs well".
The ways in which managers can raise levels of employee satisfaction in the workplace are addressed by John Baldoni on the Bloomberg Businessweek website.
There is a "profound misunderstanding" regarding the link between structure and performance, according to Marcia W. Blenko, Michael C. Mankins and Paul Rogers writing in Harvard Business Review.
Extreme hiring is a new phenomenon explored by Nicole Perlroth on Forbes.com. "Psychological scrutiny and rigorous simulations are fast becoming a requisite part of the interview process," she says. "The downturn has shed a decidedly unflattering light on subjective hiring practices," adds Perlroth.
Why do companies so often end up with a shortfall in their talent pipeline? And what distinguishes organisations that have been able to prepare their rising stars for post-promotion success?
The traditional methods for driving operational excellence in global organisations are not enough, write Rob Cross, Peter Gray, Shirley Cunningham, Mark Showers and Robert J. Thomas for MIT Sloan Management Review.
If you want to build an innovative company, you had better make it your business to find employees who think outside the box, says Inc.com, as the online business journal shares tips on hiring for creativity.
Whitney Johnson offers some reasons why you shouldn't delegate on her HBR.org blog.
Based on her own experiences, Johnson outlines three situations where you should avoid delegation.
On Bloomberg Businessweek Harold L. Sirkin discusses a management dilemma that he calls the "Rule of 98/2".
Many years of research have highlighted four essential qualities of great teams, say Adrian Gostick and Chester Elton on Forbes.com.
On the McKinsey Quarterly website, Roger Roberts, Hugo Sarrazin and Johnson Sikes explore a new model for managing IT which combines factory-style productivity to keep costs down with a more nimble, innovation-focused approach to adapt to rapid change.
On his HBR.org blog, John Kotter puts forward the theory that conflict can actually help in getting an idea accepted.
This will come as a surprise to leaders who put such a high value on consensus that they feel an urge to complete agreement on everything.
On the HBR.org blog, Paul Atchley insists we can't multitask, so we should stop trying.
Atchley points out that although we feel productive when trying to juggle lots of different tasks, in reality that kind of behaviour makes us less effective in our work.
Susan Adams of Forbes.com asks, "Do you keep putting off things you should be getting behind you?" If so, she reveals some tips on how you can stop procrastinating.
Amy Jen Su and Muriel Maignan Wilkins use HBR.org's blog to offer advice on dealing with passive-aggressive peers in the workplace.
They use the following example to describe the paradoxical term "passive aggression", which they say is all too often loosely used to describe co-workers:
On the HBR.org 'Best Practices' blog, Amy Gallo outlines when you should reward employees with more responsibility and money.
Gallo observes: "Managers who want to recognise employees for good work have many tools at their disposal. One of the more traditional ways to reward a top performer is to give them a promotion or raise or both."
Since Steve Jobs died it has become clear that Apple misses not only his innovative thinking but also his micro-management.