Previous Editions
Last Update: July 7, 2008
CORPORATE REPUTATION
 Does Being Ethical Pay?
Companies spend huge amounts of money to be 'socially responsible.' Do consumers reward them for it? And how much?
By Remi Trudel and June Cotte
ORGANIZATION
Four Strategies for Offshore 'Captive' Centers
By Ilan Oshri, Julia Kotlarsky and Chun-Ming Liew
INNOVATION
Shape of Things to Come
How Apple's trademark for its iPod protects its brand—and offers lessons for other companies on how to leverage their intellectual property
By David Orozco and James Conley
STRATEGY
All for One
Should a company join a multipartner alliance? Here are the questions to ask.
By Dovev Lavie, Christoph Lechner and Harbir Singh
MARKETING
United We May Stand
In their first incarnation, group buying services failed. A similar concept in China offers lessons in how to do it right.
By Christopher S. Tang
GLOBAL BUSINESS
Making it in China
For U.S. companies working with Chinese partners, here's a crucial bit of advice: Don't let expectations get lost in translation
By Andrew R. Thomas, Timothy J. Wilkinson
EXECUTIVE BRIEFING
A New Approach for Airlines
What will it take for a postmerger airline to succeed? An interview with Tom Kochan, professor of management at the MIT Sloan School of Management, who has researched the airline industry for a decade.
An interview with Tom Kochan
INFORMATION TECHNOLOGY
How to Tap IT's Hidden Potential
Too often, there's a wall between a company's information-technology department and everything else. That wall has to go.
By Amit Basu and Chip Jarnagin
CORPORATE REPUTATION
What to Do About Online Attacks
Step No. 1: Stop ignoring them
By Christopher L. Martin and Nathan Bennett
GLOBAL BUSINESS
Protecting Your Intellectual Property in China
By David McHardy Reid and Simon J. MacKinnon
HUMAN RESOURCES
The HR Department: Give It More Respect
By Edward E. Lawler III
OPERATIONS
Beyond Buying
Supply-chain managers used to have one main job: purchasing stuff cheaply. They need a whole new skill set now.
By Larry C. Giunipero, Robert B. Handfield and Douglas L. Johansen
ORGANIZATION
Putting Ideas to Work
Knowledge management can make a difference—but it needs to be more pragmatic
By Thomas H. Davenport, Laurence Prusak, and Bruce Strong
HUMAN RESOURCES
How to Get Ahead by Going Backward
Lessons from those who took career risks — and succeeded
By William J. White
STRATEGY
Raising Your Market IQ
Too many companies gather intelligence on a narrow slice of consumers. They need to think more broadly.
By Calvin P. Duncan, Constance M. O'Hare, and John M. Matthews
GOVERNANCE
Making the Most of COOs
Chief operating officers should have strong ties to the board. But few do.
By Nathan Bennett and Stephen Miles
MARKETING
When Appearances Are Deceiving
Product and packaging designs can be easily copied. Here's how companies can protect themselves.
By Gabriel M. Gelb and Betsy D. Gelb
INNOVATION
Think Strategically About Technology Licensing
By Ulrich Lichtenthaler and Holger Ernst
TECHNOLOGY
Strategies for Being a Platform Leader
By Annabelle Gawer and Michael A. Cusumano
GLOBAL BUSINESS
How to Do Business in Russia
By Carl F. Fey and Stanislav Shekshnia
OPERATIONS
The Hand That Feeds You
What makes some collaborations with suppliers succeed — when so many fail?
By Nancy W. Nix, Robert F. Lusch, Zach G. Zacharia and Wesley Bridges
FINANCE
The Future Is Now
In analyzing a company's stock price, executives may be seeing only part of the picture
By Roland J. Burgman, David J. Adams, David A. Light and Joshua B. Bellin
MARKETING
A Recipe for Creating New Products
Take two completely separate categories. Combine.
By Michael Gibbert and David Mazursky
LEADERSHIP
How to Fill the Talent Gap
Global companies face a perfect storm when it comes to finding the employees they need.
By Douglas A. Ready and Jay A. Conger
GLOBAL BUSINESS
Expanding the 24-Hour Workplace
Round-the-clock operations aren't just for call centers anymore.
By Amar Gupta
INNOVATION
Together We Innovate
How can companies come up with new ideas? by getting employees
By Rob Cross, Andrew Hargadon, Salvatore Parise and Robert J. Thomas
STRATEGY
Think Big
To win market share, don't try to influence what brand of product people buy. Change how they use the product in the first place.
By David Aaker
STRATEGY
Stay Loose
breaking decisions into stages, executives can build flexibility into their plans.
By Lenos Trigeorgis, Rainer Brosch and Han Smit
INNOVATION
Group Analysis
Why some regional clusters work better than others.
By Andreas B. Eisingerich and Leslie Boehm
MARKETING
The Distribution Trap
It's every manufacturer's dream to get on the shelves of Wal-Mart and other mega-retailers. Too often, it turns into a nightmare.
By Andrew R. Thomas and Timothy J. Wilkinson
ORGANIZATION
Working Together...When Apart
As employees scatter around the globe, virtual teamwork has become crucial. Here are 10 rules for making it work.
By Lynda Gratton
STRATEGY
Growing Fast—and Smart
So, you're ready to seize that business opportunity? First, answer these five questions.
By Donald N. Sull
GLOBAL BUSINESS
Seven Myths About Outsourcing
No. 1: 'We can have it all'
By Phanish Puranam and Kannan Srikanth
HUMAN RESOURCES
The Work Force of One
A single set of rules for employees may have made sense in an earlier era. But these days, it no longer flies.
By Susan Cantrell
MARKETING
M&A Blind Spot
When negotiating a merger, leave a seat at the table for a marketing expert
By Richard Ettenson and Jonathan Knowles
LEADERSHIP
All Roads Lead to the SEO
As companies digitize core processes, they often overlook a key ingredient: a strategic execution officer
By Jeanne W. Ross and Peter Weill
INNOVATION
Making Change
It isn't easy to disturb the status quo
By Catherine Remoussenard
GLOBAL BUSINESS
How to Get China and India Right
Western companies need to become smarter — and they need to do it quickly.
By Anil K. Gupta and Haiyan Wang
GLOBAL BUSINESS
Battling Boycotts
When a company is targeted simply because of its nationality, what can it do?
By Saleh AlShebil, Abdul A. Rasheed and Hussam Al-Shammari
TECHNOLOGY
Dog Eat Dog
Be warned: Industries that buy a lot of technology are becoming as cutthroat as those that produce technology.
By Andrew McAfee and Erik Brynjolfsson
INNOVATION
Why Bad Things Happen To Good Technology
New ideas take you only so far. Companies also need to innovate their business models.
By Henry Chesbrough
LEADERSHIP
Who's On Board
With fewer outside CEOs as directors, here's how companies are filling the gap.
By Eugene H. Fram and William J. Stevenson
ORGANIZATION
The Curse of Success
Knowledge-management projects often look good in the beginning. But then problems arise.
By Alton Y.K. Chua
STRATEGY
Bad Deals
Eight warning signs that an acquisition may not pay off.
By Freek Vermeulen
LEADERSHIP
Leading From Below
CEOs can't change companies on their own. The secret is to foster a leadership mentality through the ranks.
By James Kelly and Scott Nadler
ORGANIZATION
Preparing for the Exit
When forming a business alliance, don't ignore one of the most crucial ingredients: how to break up.
By Ranjay Gulati, Maxim Sytch and Parth Mehrotra
INNOVATION
Think Small
Every company wants to hit it big with market-shattering innovations. It's the little changes, though, that make the difference.
By Rajan Varadarajan
TECHNOLOGY
Searching For RFID's Sweet Spot
Figuring out where electronic tagging makes the most sense.
By Sunil Chopra and ManMohan S. Sodhi
CORPORATE STRATEGY
Leaders of the Pack
A look at strategies for securing market domination — and keeping it.
By Richard A. D'Aveni
CORPORATE STRATEGY
The Path to Growth
Firms need to constantly adapt business models to changing markets. They have three basic strategies to pick from.
By Norman T. Sheehan and Ganesh Vaidyanathan
GLOBAL BUSINESS
Worldly Wise
Attracting and managing customers isn't the same when businesses go global. Companies must be ready to adjust.
By Christoph Senn and Axel Thoma
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