Managing Across Cultures - 3rd ed.

Assortment optimization presents a complex challenge for retailers, as it depends on numerous decision factors. Changes in assortment can result in demand redistribution with multi-layered consequences. This complexity is even more pronounced for ...

Despite global gains, push back on gender equality means progress highlights progress. Silke Mischke explores how we can pick up the pace.

This note presents a comprehensive framework for improving decision-making capabilities in high-pressure, high-stakes environments. It introduces six evidence-based strategies that help leaders maintain clarity, focus and effectiveness when facing complex decisions under stress. The note explores each strategy in detail: managing emotional responses, strengthening situational awareness, training for cognitive agility, using structured decision-making models, enhancing decision speed and practicing under pressure. For each strategy, it provides specific tools and practical applications, illustrated through the case study of AcuWave, a mid-sized consumer electronics firm navigating challenging product launch decisions. Key tools examined include emotional self-regulation techniques, the OODA loop for situational awareness, pre-mortem analysis for cognitive agility, weighted decision matrices for structured decision-making, the 40-70 rule for balancing speed and accuracy, and crisis simulations for practical application. The note emphasizes that effective decision making under pressure integrates emotional regulation, cognitive flexibility, and structured processes. This practical guide serves as a valuable resource for leaders seeking to develop more robust decision-making capabilities in fast-paced business environments. By implementing these strategies, leaders can improve their ability to assess high-stakes situations quickly, make sound judgments with confidence, and maintain team effectiveness even under volatile and uncertain conditions.

Many organizations still unwittingly typecast employees, denying them the chance to show their true capabilities. Take this short test to check whether you are aware of bias, and read on for tips on fostering an environment where diverse talents c...

Purpose Jean Boddewyn’s (1929–2022) work in international business political behavior launched a stream of research at the intersection of international business (IB) and strategic management that is now referred to as international nonmarket str...

In the latest episode, IMD President David Bach explains the vital importance of the partnership between the US government and the elite research universities, what we can learn from the vibrancy of the Middle East, and why Ted Lasso is a better l...

This paper presents a compact and intuitive framework that consolidates, simplifies, and extends results on the links between technology, trade, and labour market outcomes. It makes three main contributions. First, it presents closed-form solution...

Hybrid work is here to stay. Prof. Manju Ahuja explores why flexibility, tech, and talent trends mean the future of work won’t return to the pre-pandemic norm.

McKinsey estimates there will be a tech talent gap of between 1.4 and 3.9 million in Europe by 2027. Doubling the number of women in the field is a major part of the solution. Sarah E. Toms suggests ways tackle the alarming gender disparity.

Guided by The Art of the Deal, Trump's trade tactics are disrupting global supply chains and driving strategic diversification.