scan hot topic harness your employees’ knowledge and intuition · 2017-09-05 · harness your...

Business SCAN September 2017

SEPTEMBER 2017

HARNESS YOUR EMPLOYEES’ KNOWLEDGE

AND INTUITION

HOT TOPICSCAN

HIGH PERFORMANCE IDEAS

The latest ideas and fresh thinking from around the worldP. 06

HOT TOPIC

A key topic for management executives right nowP. 03

CORE CAPABILITY IDEAS

Research, intelligence and new findings on innovation capabilitiesP. 09

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Harness Your Employees’ Knowledge and Intuition

We say that our most valuable asset is the knowledge of our employees. However, organisations can often become too focused on using data to create insight and miss out on the intuitive insights and judgements of their best managers and experts. According to Dr. Viktor Dörfler, University of Strathclyde Business School, it is all about getting the best of both worlds: analysing data where appropriate (Smart) and using intuition of experts when that is more promising (Art), as well as how the two can help one another (SmArt).

We hope you enjoy it,

The Research Faculty

WELCOME: TO THIS MONTH'S HOT TOPIC

KnowledgeBriefR

HOT TOPIC:


“Companies could have a lot to gain by starting to include intuition more in their processes.”

In terms of knowing, we can use our knowledge to understand something through analytical step-by-step reasoning, e.g. comparing and contrasting alternatives, evaluating them, examining their characteristics, the associated costs and benefits, etc. However, such step-by-step reasoning is not the only way of knowing.

Intuitive knowledge is the concept of the knowledge arrived at by means of intuiting. Decision takers and scientists often describe intuitive knowledge as they just ‘know’ in a moment without knowing how or why they ‘know’.

We seem to mistrust intuitive knowledge obtained through ad hoc or, at least, less-defined practices. But this perception is changing and, in business, we are starting to recognise that the deliberative conscious reasoning is not the only way of arriving at valid knowledge.

RESEARCH: INTUITION AS EXPERT KNOWLEDGE

03

HOT TOPIC:


INTUITION IN CREATIVITY AND INNOVATION

Within the management literature, intuition has been primarily examined in terms of its role in decision-taking. Hence, much research is about how intuition is used to produce a judgement. According to Dr. Viktor Dörfler, intuitive judgement is just one kind of intuition. The other is intuitive insight.

The reasoning is, while intuitive judgements are immensely important, they very rarely light the way to original creative leaps. Naturally, the creative process may involve intuitive judgements, for example, judging which path to pursue in the course of a new project. However, the potential game-changing argument is that there is intuition which is not judgement, but intuition that actually produces new knowledge. This is “intuitive insight".

Companies could have a lot to gain by starting to include intuition more in their processes. Furthermore, by separating intuitive insights from intuitive judgements, there is a chance businesses can increase their originality, creativity and innovation.

Intuitive judgement is most valuable with structured problems calling for a decision. For example, "Can we increase quality by two percentage points by changing our inspection process?"

Intuitive insight is most valuable with a poorly structured problem. For example, try to predict what it will take to succeed in any industry seven years from now.

Think of an example where you used intuitive judgement and an example where you used intuitive insight in practice. Define to yourself the difference of the two concepts.


Action Point:Assess how likely your organisational structures and processes embrace intuition.

Use the model to tick the categories where your organisation falls within Adhocracy, emphasising experimentation, motivation and urgency.

CHECKLIST: INVITE INTUITION INTO YOUR BUSINESS MODEL

Sources: Dörfler, V. and Ackermann, F. (2012) Understanding intuition: The case for two forms of intuition, Management Learning 43(5) 545–564, sagepub.co.uk; Bruce Kasanoff, LinkedIn. 2017. The Only Way to Be Truly Original and Creative. [ONLINE] Available at: https://www.linkedin.com/pulse/intuitive-insights-power -all-creative-leaps-bruce-kasanoff. [Accessed 24 August 2017], Julian Birkinshaw, London Business School. 2017. Analysis Paralysis. [ONLINE] Available at: https://www.london.edu/news-and-events/news/analysis-paralysis-1191?display=expanded#.WZ7go7pFwdU. [Accessed 24 August 2017].

DEEP DIVE: LEARN TECHNIQUES BEHIND INTUITION AS EXPERT KNOWLEDGEFurther your understanding of the Hot Topic at the KnowledgeBrief Advanced Management Platform. www.knowledgebrief.com/login

Business Innovation Knowledge Management Emotional Intelligence

The increasing bias towards rational, scientific evidence could come at the cost of intuition in general. Whereas the industrial age saw the rise of bureaucracy, and the information age has been described as a meritocracy, we are witnessing the rise of adhocracy. Instead of questing after more analysis, organisations respond with agility by making smart, intuitive decisions.

KnowledgeBrief Hot Topic 05

a ARE YOU

Who are the heroes in your organisation?

How do you coordinate

activities?

How are decisions made?

How are people motivated?

BUREAUCRACY

The people who oversee the biggest budgets

Rules and procedures

Through hierarchy

Extrinsic rewards – above all, pay

MERITOCRACY

The people who come up with the cleverest idea

Mutual adjustment and the free flow of ideas

Via argument and discussion – the power of the idea

Personal mastery, interesting work

OR ADHOCRACY

The people who make something happen

Around a problem or opportunity

By experimentation, trial and error

Stretch goals and recognition for achieving them

a


1

Base of the pyramid strategies

have become increasingly popular.

Today, there are over three billion people at the bottom of the economic pyramid, with daily income close to the poverty line. To successfully tap into this market, “revolutionary” new business models are necessary to cope with the constraints specific to these markets. All too often, businesses focus only on the price. Or more specifically, let their strategies spin around the reduction of the “poverty penalty”. This is because base of the pyramid consumers often pay more for products and services in relation to the average non-base of the pyramid consumers. However, recent research pinpoints that this is a misunderstood way to incorporate the indigenous knowledge of this segment. Instead, companies should consider (social) context. For social goods, for example, decreasing any inconvenience involved with getting the product could have a much more fruitful impact. (JBS)

2

Prepare your strategy for the next

media revolution. A recent article highlights the growing potential of driverless cars. For businesses, the commercial importance surrounding this growing technology lies in the ‘third living space’ in your car. The way we consume entertainment and absorb adverts is going to change drastically, provided drivers actually take their eyes off the road. In advertisements, for example, augmented reality integration and heads up display technology will mean that in milliseconds the car could interpret a giant QR code on a billboard and use it to display a targeted advertisement. Just as we are used to personalised recommendations on our TVs and phones, we will become used to them in our cars. Second, in addition to standard revenue, a major reward for providers will come in the form of rich datasets, generated by the scale of this interconnectivity of activity. To get ahead consider whether your strategies could benefit from more immersive forms of doing business. (W)

3

Flirting with the competition

strengthens brand relationships.

Documenting the existence and consequences of brand flirting, new research pinpoints alternative ways to think of – and potentially take advantage of – competitors. They define brand flirting as a short-lived experience in which a consumer engages with and/or indulges in the alluring qualities of a brand without committing to it. The interesting part is that when consumers flirt with a brand other than their typically-preferred brand in the same product category, the study shows they can transfer this excitement back to their preferred brand - resulting in even greater love and desire for it. Moreover, the effect is most likely to emerge when consumers are highly committed to their preferred brand, and when the brand with which consumers flirt is similar to their preferred brand. (JCP)

The latest thinking and fresh research from around the world

View full source references in KBProfessional

THE INNOVATION EDGE

FOR HIGH PERFORMANCE:

NEW IDEAS


4

Want viral content? Make people

angry. Inspired by how articles on the "most emailed" list in the New York Times make it there, researchers surprisingly found that the quality of the content of an article is just as impactful to its virality as its promotion. The reason is that readers who share content online are motivated by: (1) They want to increase their status among others by appearing useful, positive and in the know. Hence, they may share how-to articles, funny images and interesting facts. (2) They want to strengthen social bonds by sharing content. (3) They want to equalise the emotional impact of content they consume. For example, something shocking or scary is easier to normalise in the brain by talking about it. The most viral content tends to incite anger and awe, and practical content is also commonly shared. Think strategically about what motivates readers to share. The key is to elicit an emotional response and present readily useable information for maximum reach. (AMA)

5

Include “doing bad” in the

measurement of “doing good”.

When companies want to pursue a better strategic position through social performance, it is necessary to examine the combined impact of “doing good” and “doing bad” to allow a more robust examination of a company's regime. A recent study about company performance and corporate social performance broadened the understanding of corporate social responsibility by concurrently evaluating corporate social irresponsibility. The empirical findings provide two uniquely interesting findings: corporate social irresponsibility incidents have a longer enduring effect than corporate social responsibility initiatives. Adding to this,

those companies with little corporate social responsibility and little corporate social irresponsibility perform better than companies engaging in high levels of both. (JBR)

6

Time has come for a notable

departure from the simpler, linear

models that underpin traditional

mechanistic management thinking.

Since 2000, global economic policy uncertainty has tripled. Across entire industries, companies are more exposed than ever to political and macroeconomic forces. The interplay is complex and the cause-and-effect relationships are based on unpredictability, nonlinearity and circularity. Business leaders must realise that non-competitive effects have an increasing impact on performance swings and it is necessary to shift focus to the broader business, economies and social ecosystems their companies are embedded in. (SMR)

7

Life is a lot easier for manufacturers

when they have more access to

knowledge about the demand

of the retailers. But unless the manufacturers strike some sort of deal with retailers, this valuable knowledge often remains unmined. A recent study by INSEAD researchers zoomed in on what such a deal might look like: the advance purchase discount (APD) model. In this model, purchasers receive lower prices if they order well in advance. Wholesalers can use the

advance orders as a preview of broader demand, and make production choices accordingly. This is common between retailers and end customers. But among supply chain partners, this is still relatively rare. The study shows that wholesalers have much to gain from this. However, retailers will differ in their tolerance for sharing the risks of demand uncertainty. The solution is finding the sets of conditions that produce mutually beneficial outcomes for both parties. (IK)

8

Customers want the option of

getting things faster, even if they

choose a slower method. The first search for a customer today is to look for availability of products at a price they are willing to pay. In different situations, a customer will choose a higher price, but receive the product faster; other times, they will focus solely on price. This need for speed creates new requirements for supply chain visibility. Some view visibility as a transportation-specific function. Others break it down further, viewing visibility as a mode-specific capability. But what supply chain visibility is really about is capturing usable supply chain data and freight transactions when exchanging information between different systems. The most critical element to achieving true visibility is through the architectural setup, more specifically how your company and systems are connected to your business partners and their networks. (GSCI)

“As work becomes more decentralised and pressures for innovation increase, proactive

behaviour between your employees takes on an increasingly critical role.”

KnowledgeBrief Innovation Edge 07


11

Take advantage of people’s

irrational need to complete 'sets'

of things. Imagine arriving at a summer BBQ with five beers in a box designed to hold six even if your favourite craft beer store permits you to buy bottles one at a time. Chances are you’d still buy six, just to fill all six spaces in the box. New research reveals that people are irrationally but effectively motivated by the idea of completing a set, even if it means working harder or spending more money – simply based on the satisfaction of completion and the relief of avoiding an incomplete set. Now apply this “pseudo-set framing” to organisational settings. For example, if you want customers to refer more of their friends to your company’s website, ask them to refer friends in arbitrary “batches” of five at a time. If you’re looking to increase charitable giving to your non-profit organisation, ask potential donors to contribute a set of six gifts. (HBSWK)

12

Consider the desired outcome before

the input. A new study provides evidence on how information that is directly relevant for developing creative solutions (factual) vs. information that is indirectly relevant (range) can be used to provoke idea generation and effective creative outcomes. Results show that if you want to improve idea generation originality and in turn enhance creative outcome novelty, you want to use indirect relevant information. However, it reduces the usefulness of the outcome. Direct relevant information on the other hand, under various conditions, both helps and hinders creative outcome usefulness. (JBR)

13

The idea of ‘screen time’ is

misguided. The Children’s Commissioner for England recently compared overuse of social media to junk food and urged parents to regulate screen time using the “Digital 5 A Day” campaign. This prompted the former director of Britain’s electronic surveillance agency, GCHQ, to respond by telling parents to increase screen time for children so they can gain skills to “save the country”, since the UK is “desperately” short of engineers and computer scientists. How much time we use in front of a screen is widely discussed. Adding to the debate, a professor of Social Psychology from the London School of Economics points out that measuring technology usage in terms of quantity rather than quality is difficult. Most screens are now multifunctional, so unless we specify the content, context and connections involved in particular screen time activities, any discussion will be muddled. Rather than looking at the clock, we might want to consider the outcome. (CON)

14

Perhaps perfection isn’t the most

appealing quality to robotics. In a test in which a robot was to carry out two tasks that focused on social interactions, 25 humans were subject to an error-free robot that carried out the tasks flawlessly. However, for another 21 individuals the robot’s performance had a myriad of errors, such as asking a question six times or “social norm violations”, such as interrupting the human. The researchers found that the participants responded more positively to the bumbling robot. This was supported by quantitative results where this group said they liked the robot "significantly more" than the people liked the robot that made no mistakes at all. The research demonstrated that robots in social surroundings should perhaps embody the new phrase – “to err is divine”. (FRAI)

9

Increase employee confidence

to enhance proactiveness.

Proactive behaviour is about taking control to make things happen rather than watching things happen. As work becomes more decentralised and pressures for innovation increase, proactive behaviour between your employees takes on an increasingly critical role. Drawing on the contextual perspective, a new study provides novel empirical evidence on how a company's human resource strategy and high-performance work systems have an effect on employee proactivity. Results show that the interesting indicator is the employees’ confidence in their ability to successfully fulfil broad roles. However, this is not to be mistaken with employees’ engagement in broad, open-ended and interdependent roles, which do not have the same positive effect on proactive behaviour. It seems advisable for managers to focus on enhancing clear structures and work place communication. (HRMJ)

10

Complete the picture of prior work

performance by asking co-workers.

One of the most common ways to reference check a job candidate is to talk with their former managers. But in today’s dynamic, knowledge-based workplace, where work is often accomplished by teams working closely together, is talking to a manager really the best way to assess a potential employee’s fit? Rather, companies should include the feedback of others, especially co-workers. Findings from a comprehensive survey suggest that when asking managers for feedback, they tend to emphasise task-related behaviours such as meeting deadlines or working independently. Co-workers, on the other hand, emphasise interpersonal behaviours such as being friendly, compassion and listening skills. (HBR)


Research, intelligence and new findings on innovation capabilities

15

Get what you want using a decoy.

In many scenarios, comparisons help define the worth of products, services and even people. This is why companies such as TripAdvisor and Amazon are successful. But sometimes people find it difficult to make comparisons among alternatives because they differ on too many dimensions. This is often referred to as comparing apples with oranges. The key is to contemplate the choice set strategically - if you want people to pick the apple, you need to throw in a rotten apple. To gain advantage, understand and use the comparisons that people will naturally make. Beware, though, it is possible that people will pick the decoy, so make sure it is something you can realistically offer. (LBSR)

tag Strategy

16

Unlock all your employees’ full

potential by understanding their

different attitudes. Children who have been sitting side by side in the classroom will very often separate into distinct gender groups when the bell rings for playtime. Girls gather in twos and threes. Their interactions are focused on supporting, helping and

being nice to each other. In contrast, boys tear around in larger groups or organise competitive games, striving for status within their group. What this shows is that the different attitudes, between men and women, towards competition are revealed long before careers start. The key is to understand and read the differences. For example, in work conversations, women often downplay their successes as they are eager to maintain the impression of equality. Men don’t tend to experience this because for them “equality is not seen as necessary, and competition is mostly seen as an ordinary, natural aspect of the relationships”. Understanding this is not merely an ethical or moral concern; it holds the key to unlocking your employees’ full potential and maximising their value within the organisation. (LBSR)

tag Strategy

17

Consider your complaint routes

as a means for driving loyalty.

A new study shows that for strongly-tied customers, encouraging them to complain has a positive effect on their loyalty. The study also shows that it is possible to further increase this effect of loyalty by directing the feedback toward the provider who failed and by

signalling an ‘authentic’ openness to feedback. Undoubtedly, there is a big benefit to becoming friends with your customers. Being strategic about your complaint routes can further strengthen this tie. (JoM)

tag Strategy

18

How positive is your workforce?

Some key strategies to break a culture of self-destructive habits: (1) Learn how to meditate in stressful situations. Few meditators learn how to activate their brain when they really need it. A practical tip: Slowly rub your index finger against your thumb, so that you can feel the individual ridges of your fingerprint. 10 seconds can help break a negative mental cycle. (2) Register negative emotions as feedback and then consciously return to a more positive frame of mind. Your highest performance comes from a brain that is calm, centred, focused, able to see possibilities and be creative. (3) Look for the gift, no matter how small, in each negative experience. This helps reframe the thoughts associated with the experience. Harness these emotions: empathise, explore, innovate, navigate and activate. (4) Don’t always focus on the end goal, consider the present and take each step as it comes.

THE INNOVATION ENGINE

09

ON CORECAPABILITIES:

NEW IDEAS


23

The magic ingredient that helps a

team become enduringly successful.

In sports, while having one remarkable player is a huge plus, successful teams also typically have a core characteristic: a great captain. This is one of the conclusions from a study about the absolute greatest sports teams in world history. Rather than zooming in on when the team is already elite, this study investigates the moment where that transition happened, asking: What is the thing that allows a collective group to change itself and to morph into a unit that does great things? The common factor between the teams is ‘quiet’ leadership. This is leadership that is genuine and puts the team first. The key is to lead from the back and allow everybody else to shine. (KaW)

tag Leadership

24

When two heads aren’t better

than one. Management training in decision-making often focuses on demonstrating that “two heads are better than one”. We learn that if a problem is solved individually, then in a group, the group generally does better. But is a significant insight missed? It is often the case that a group member has one or more correct answers that the group did not use, or perhaps even outscores the group. With group work, remember that such conformity can happen and think of ways to prevent it. (MTR)

tag Process

25

Find meaning in even the most

mundane tasks. In a comprehensive study last year, Deloitte found that people feel loyal to companies that support their own career and life ambitions – what’s meaningful to them. While organisations spend considerable resources on corporate values and mission statements,

This way, your focus will be on deciding which is the most beneficial step to take and will result in a positive and progressive journey. (SBI)

tag Culture

19

Benefit from a counterpart’s cultural

tendencies. It is not sufficient to rely on guidebook generalisations about culturally typical patterns, such as Chinese avoid confrontation, Germans are rule-oriented, etc. There are many levels of culture; an Italian lawyer, for example, carries the occupational culture of lawyers as well as the national culture of Italians. What managers really need is insight into when culture affects people in business settings. For example, if Chinese tend to avoid confrontation, when is a Chinese counterpart likely to be affected by this cultural norm? Priming can help determine which cultural lenses dominate a person’s perceptions in a given negotiation. If you want your bicultural Chinese counterpart to avoid confrontation, then meet in a Chinese restaurant, not a Texas steak house. (CBS)

tag Culture

20

Self-control is an important

component of organisational life. In an organisation, members constantly need to exert self-control to overcome personal desires and achieve long-term goals. The level of self-control has a huge impact on organisational outcomes. Attesting to this importance, much research has focused on why individuals lose self-control and the consequences of self-control failure for individuals and organisations. But according to recent discussions in the research field, this research has overly focused on one component of self-control – resource depletion. But what about other interesting components that play equally important roles in the self-control

process? Could we deliberately use self-control management as a “tool” to improve organisational culture and leadership models if we start looking at it as such? (AoM)

tag Culture

21

Treat millennials like everyone else. A common view about the millennial generation is that they rapidly hop from one job to another and companies that hire them grumble about bad attitudes and high employee churn. According to researchers from Wharton, the common stereotypes about millennial employees are wrong. What every single human wants is the same thing in the workplace: to be treated with respect, to have a sense of meaning and impact and for our boss to just leave us alone so we can get our work done. Rather than focusing on wrongheaded initiatives, leaders should work to earn the loyalty and respect of their teams through time-tested principles, delivering meaningful leadership. (KaW)

tag Leadership

22

Become a better leader by your

personal moral compass. A survey asking a cross-section of UK managers shows that only 21% of the managers rate themselves as high on purposefulness. But, when defining a purposeful leader as an individual (1) with a strong sense of their own moral compass, (2) who has a compelling vision for their team, and (3) who considers the needs of a wide range of stakeholders when making decisions, the results interestingly showed that 35% of leaders overall said that they had a strong vision for their team and were committed to a wide range of stakeholders. But just 8% said they had a strong personal moral compass. The moral compass seems to be an area with room for improvement. (CON)

tag Leadership


simple conversations seem to be an underestimated, yet powerful tool. For example, right now you’re reading this article. At a low level, you’re just reading. At a high level, you’re strengthening your foundation for good leadership. When leaders walk employees up this ladder, they can help them find meaning in even the most mundane tasks. (HBR)

tag Process

26

The dark side of flattery. Ingratiation is a fundamental means of building and maintaining social capital. However, research now suggests that ingratiation may trigger behaviour that damages the social capital of the person being ingratiated. The reason is that although, for example, flattery or opinion conformity may elicit positive effect from its target, it can also elicit a specific form of negative effect toward the target. In practice, in the scenario of ingratiation by top managers toward the CEO, ingratiating managers are likely to develop feelings of resentment toward the CEO. (ASQ)

tag Process

27

Present your point in a far more

convincing fashion. A recent study shows that there is a correlation between an individual’s need for structure and the individual’s tendency to believe in a conspiracy theory. Science explains this by our rational brains are fitted with not-so-evolved evolutionary hard wiring, and our pattern recognition skill can be rather overactive. We simply “choose” to overlook facts and rational arguments to impose structure on the world, and this is causing a tendency to spot patterns, where in fact there are none. In short, we start to see non-existent links between cause and effect all the time. The important lesson is that facts and rational arguments really aren’t very good at altering people’s beliefs.

Understand people and think of other ways. (CON)

tag People

28

Change the framing to enjoy

networking. A new paper examines the consequences of social networking for an individual’s morality. The hypothesis is that the content and approach of networking have different implications for how a person feels during the development and maintenance of social ties. For example, genuine friendships bring pleasure to both parties. Relationships created to promote one’s own career are one-sided and consequently feel selfish and morally questionable. The effect is not limited to mixers and professional events; just sending a LinkedIn request leaves some people feeling dirty. The advice is not to think about the value you can selfishly extract but instead focus on the reciprocal value you can give to people you meet. (ASQ, IK)

tag People

29

A big smile might be exactly the right

thing to do. Or it might completely backfire. Smiling makes some people feel good. For others, though, it triggers negative emotions and ends up making them feel worse. A new study explains that if you try too hard to enjoy something, it reminds you that you're not enjoying the situation. Or, when you start feeling uncomfortable about trying to fit in, that can make you not feel good. It’s always good to push yourself outside of your comfort zone, but don’t try too hard. If you’re trying to fake it, at some point you know. (KI)

tag People

KnowledgeBrief Innovation Engine 11

Increase Decrease No change

FTSE

RPIJ

CPI

PPI (Output)

Retail Sales

GDP (Latest)

Industrial Production (Latest)

Manufacturing (PMI)

Service (PMI)

Construction (PMI)

Gold

Commodities

£ / €

£ / $

US GDP EU GDP Business confidence

Business confidence (Manufacturers)

Unemployment rate

Consumer confidence (GfK NOP)

Non-financial companies’ net rate of return

Manufacturing companies’ net rate of return

Service companies’ net rate of return

7,466

+3.6%

+2.6%

0.1

+1.3%

+1.7%

+0.3%

55.1

53.8

51.9

1,284

143.9

1.09

1.28

+2.1%

+2.2%

103

121.4

4.4%

-12

12.7%

14.0%

17.9%

KEY INDICATORS25th August 2017


Please contact us if you would like the specific reference for any of the above scanned items.

SCAN SOURCES

ACM Association for Computing Machinery ADHR Advances in Developing Human

Resources AL Accenture LabsAMA American Marketing AssociationAMD Academy of Management DiscoveriesAMJ Academy of Management JournalAMP Academy of Management PerspectivesAOM Academy of Management Annals APA American Psychological AssociationAR Accenture ResearchASQ Administrative Science QuarterlyBB Bloomberg BusinessweekBBC BBC NewsBCC British Chambers of CommerceBI Business InsiderBITC Business in the CommunityBIR Business Information Review BJM British Journal of ManagementBPCQ Business and Professional

Communication QuarterlyBPR Business Perspectives and Research BQ Benefits QuarterlyC The Conversation CBS Columbia Business School CBR Compensation & Benefits Review CEER Centre for European Economic Research CfL Centre for London CGR Corporate Governance: An International

Review CIO CIO Magazine CIPD Chartered Institute of Personnel and

Development CIPS Chartered Institute of Purchasing and

Supply CMA Competition & Markets Authority CMI Chartered Management Institute CMR California Management Review CON The ConversationDSEL Developments in Business Simulation

and Experiential Learning E The Economist EBR European Business Review EC European Commission EFTA European Free Trade Association EIU Economist Intelligence Unit Ent Entrepreneur EMJ European Management Journal ET Economic Times ETP Entrepreneurship: Theory & Practice F Forbes FC Fast Company FD Financial Director FRAI Frontiers in Robotics and AIFT Financial Times FTC Federal Trade Commission FTN Fortune

G The Guardian GCU Glasgow Caledonian UniversityGNR Global Business Review GOM Group Organization Management GOV UK Government GSCI Global Supply Chain Institute GSJ Global Strategy Journal HBR Harvard Business Review HBSWK Harvard Business School Working

Knowledge HR Human Relations HRDR Human Resources Development Review HRM HR Magazine HRMJ Human Resource Management Journal HRPS HR People + Strategy I The Independent IBM IBM Research IBT International Business Times IJBC International Journal of Business

Communication IJDG International Journal of Disclosure and

Governance IJHRM International Journal of Human Resource

Management IJSCM International Journal of Supply Chain

Management IK INSEAD Knowledge ILR Industrial and Labor Relations Review IW Industry Week JABS Journal of Applied Behavioural Science JAMS Journal of the Academy of Marketing

ScienceJASP Journal of Applied Social Psychology JBE Journal of Business Ethics JBR Journal of Business Research JBS Journal of Business Strategy JCP Journal of Consumer Psychology JCR Journal of Consumer Research JFE Journal of Financial Economics JHM Journal of Health ManagementJIA Journal of Interactive Advertising JIE Journal of Interdisciplinary Economics JIM Journal of Intelligent Manufacturing JLOS Journal of Leadership & Organizational

Studies JMR Journal of Marketing Research JMS Journal of Management and Strategy JoA Journal of Accountancy JoAP Journal of Applied Psychology JoIM Journal of International Marketing JoM Journal of Marketing JoOM Journal of Operations Management JOOP Journal of Occupational and

Organizational PsychologyJPPM Journal of Public Policy & MarketingJPSM Journal of Purchasing & Supply

Management

JPSP Journal of Personality and Social Psychology

JSCM Journal of Supply Chain Management JSR Journal of Service Research KaW Knowledge@Wharton KI Kellogg Insight L The Lawyer LBS London Business School LBSR London Business School Review LGA Local Government Association LI The Lauder Institute MCA Management Consultancies Association MI Marketing Insights MQ McKinsey Quarterly MS Management Science MT Management Today MTR Management Teaching ReviewNYT New York Times OBHDP Organisational Behavior and Human

Decision ProcessesOE Oxford Economics OECD Organisation for Economic Co-operation

and Development OPR Organizational Psychology Review PAR Public Administration Review PF Public Finance PM People ManagementPR Personnel Review PUK Parliament UK RES Review of Economic Studies SBI Stanford Business Insights SBS Saïd Business School SC Social CognitionSCS Supply Chain StandardSCM Supply Chain Management: An

International Journal SCMR Supply Chain Management Review SEJ Strategic Entrepreneurship Journal SMJ Strategic Management Journal SMR MIT Sloan Management Review SO Strategic Organization SSRN Social Science Research Network SU Stanford University T The Telegraph TCN Tech Crunch Network TJ Training Journal TR TechRepublic TS Third Sector W Wired WaW Wharton@Work WCER Wisconsin Center for Education Research WEF World Economic Forum WSJ Wall Street Journal WTO World Trade Organization YG YaleGlobal 99U 99U


scan hot topic harness your employees’ knowledge and intuition · 2017-09-05 · harness your...

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