IMD business school for management and leadership courses
Many companies overestimate customers’ appetite for sustainable products, flooding the market with offerings that don’t sell. The reality is, social and environmental benefits have less impact on purchasing decisions than basic product attributes do. Consumers buy products to get specific jobs done, and only after they find something that will d…
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The AI boom — and the growth of gen AI in particular — has introduced new points of conflict between employees and companies. Some of these have already started to play out, such as in the Writers Guild of America strike over how AI can and can’t be used in the entertainment industry. But others are still on the horizon. As AI becomes more integ…
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Corporate transformations still have a miserable success rate: About three-quarters of change efforts either fail to deliver the anticipated benefits or are abandoned entirely. And because flawed implementation is most often blamed for such failures, organizations have focused on improving execution. But poor execution is only part of the proble…
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Harald (not his real name) is a highpotential leader with 15 years of experience at a leading European chemical company. He started as an assistant product manager in the plastics unit and was quickly transferred to Hong Kong to help set up the unit’s new Asian business center. As sales there soared, he soon won a promotion to sales manager. Thr…
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France’s recent successes make it more important than ever to understand what makes its managers tick. This year, France surpassed Japan and the U.K. in acquisitions of U.S. companies. And many French companies are world leaders, including Michelin and L’Oreal. According to the authors, who have studied the French model of management development…
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Eight years ago, Malnight, Buche, and Dhanaraj launched a study of high growth in companies, looking at three strategies known to drive it: creating new markets, serving broader stakeholder needs, and rewriting the rules of the game. To their surprise, they discovered a fourth driver they hadn’t considered at all: purpose. Companies have long be…
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We theoretically examine how artificial intelligence (AI) machines interact with and shape strategic decision-making within entrepreneurial teams. First, we explain how AI machines lead and assist teams to engage in cognitively complex decisions and explore new ways to combine resources. Second, we unpack this strategic decision-making reconfigu…
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Despite the growing demand for care economy employees (e.g., nurses, teachers, and social workers), men remain underrepresented in these careers. While economically developed countries support more equal rights for women and men, their labor markets are highly gender segregated (Charles, 1992, 2003). We conducted a focused investigation of this …
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The first quarter of the 21st century has seen significant advancements in family business scholarship. While many scholars have sought to develop a singular “theory of the family firm,” most research has instead focused on understanding how salient management and entrepreneurship theories operate within family firms, thereby enriching our knowl…
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Faculty use of technology for teaching has been a part of business education for many years, but there is no doubt that recent advances in artificial intelligence (AI) have ushered in a period of major disruption in how and what we teach that is likely to continue for some time. To stay relevant, educators must embrace AI-induced change, yet the…
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A growing body of research seeks to understand why and how some ventures scale up while others do not. Ventures that succeed in scaling are outliers in the entrepreneurial ecosystem, recognized for adopting distinctive strategies to achieve exceptional growth. While emerging accounts suggest that scaling requires managing knowledge and synchroni…
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Via a choice-based conjoint experiment and Hierarchical Bayesian Analysis (HBA) of 2538 decisions from 141 entrepreneurs, we model opportunity evaluations as a utility maximizing response to identify and compare part-worth utilities for distinct levels of value capture and risk/uncertainty. Contrary to predictions from existing theories of the s…
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This case series explores what companies can learn from luxury brands without becoming luxury brands themselves. The video B case features interviews with three Vanzetti Engineering executives: the marketing director, the CEO and owner and the chief commercial officer. With the shrinking of the automobile industry, the company has had to reposit…
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The State of Globalisation brings together leading economists to examine how technology, policy, and geopolitics are simultaneously reshaping the global economy in unprecedented ways. Far from marking a simple retreat, today’s divergent forces are transforming cross-border trade, investment, and supply chains, generating both new risks of fragme…
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