“Enterprise social media”—tools like internal Facebook or Twitter that ease communication within an organization—can lead to increased knowledge about who knows what and who knows whom. But surprisingly, younger employees are more skeptical of the tools than their older colleagues. More →
Kelly Goldsmith, David Gal, Raj Raghunathan and Lauren Cheatham
Intuition—and even some previous research—suggests that focusing on happiness is counterproductive. But new evidence suggests that asking yourself the daily question “Did I do my best to be happy today?” can actually spur you to make the life changes that lead to happiness. More →
Jingjing Ma and Neal J. Roese
Presenting rewards in quantifiable terms can lead to increased dissatisfaction when those rewards are unequally distributed, because numbers are easy to compare. “Uncountable” rewards are less easily compared, which makes recipients focus more on the positive aspects of what they receive. More →
Yael Hochberg, Michael J. Mazzeo and Ryan McDevitt
Yael Hochberg and Michael Mazzeo measured how cooperation among venture capital firms affects competition and profits. They uncovered a remarkable departure from the traditional pattern of market competition: the first competitor does not affect a firm nearly so much as later ones. More →
Lauren Rivera finds that interviewers at elite banking, consulting, and law firms do not always seek out candidates with the best skills—hard or soft. Instead, interviewers often think, "Would I want to be stuck in an airport in a snowstorm with them?" More →
Why do some people rely on God to explain chaotic and uncertain events in their lives? Nicole Stephens investigates the beliefs and experiences of survivors from two natural disasters—Hurricane Katrina and the 2010 Chilean earthquake—and finds that extreme hardship matters. More →
An increasing number of companies are embracing corporate social responsibility, but many are struggling with how to ensure CSR serves their business strategy. Kellogg faculty offer compelling insight that can help companies understand the strategic implications of CSR efforts. More →
Companies that invest in CSR hoping to improve their reputation often make themselves bigger targets for protesters. By understanding how social activism affects financial performance, executives can develop better responses. More →
Mounting evidence suggests corporate social responsibility is no magic bullet for economic value creation. But by understanding when and how to deploy responsible practices, executives can use CSR to improve their bottom lines. More →
While top management can influence their companies’ agendas, new research suggests that the real drivers of agenda issues are hidden within everyday interactions across the organization. “Issue intrapreneurs” play a central role in mobilizing support across units and functions. More →
Ion Bogdan Vasi and Brayden King
Companies are often the target of environmental activism, but do protests and petitions actually do anything? Brayden King delved into news articles and financial statements to find out. More →
Razvan Lungeanu and John L. Ward
It is well known that in the for-profit world, family businesses operate differently than non-family businesses do. Now, Clinical Professor John L. Ward and doctoral candidate Razvan Lungeanu have documented important differences between family-run and non-family-run philanthropic foundations as well. More →
Sun Hyun Park, James D. Westphal and Ithai Stern
It is expected that a CEO will be surrounded by flatterers, but research by Ithai Stern shows the phenomenon can negatively affect strategic decision making. More →
Alice Eagly has been studying gender issues from a social psychological perspective since the late 1960s. We sat down with her to see what she thought of the current state of the field and what advice she has for companies and managers. More →
David A. Matsa and Amalia R. Miller
For women, it has been a long struggle to reach the executive suite. Research by David Matsa shows that once women make it to the top, they pave the way for those who come later. More →
Tim De Chant
A special issue of Kellogg Insight devoted to gender and leadership. More →
David A. Matsa and Amalia R. Miller
As more women make it into leadership positions, what sorts of leaders will they be? David Matsa shows in his research that women have a style that is distinct from men’s. More →
Nicole Stephens, Stephanie A. Fryberg, Hazel Rose Markus, Camille S. Johnson and Rebecca Covarrubias
First-generation college students have a harder time succeeding in college than most. But improving their chances may require only small changes in the way colleges communicate with students, according to research by Nicole Stephens. More →
Ernesto Reuben, Pedro Rey-Biel, Paola Sapienza and Luigi Zingales
It is no surprise that women are underrepresented in leadership positions. Paola Sapienza’s research suggests it’s because women do not overstate their abilities as much as men. More →
Most leaders with the weight of responsibility on their shoulders react by putting in long hours, calling all the shots, and generally overdoing it. Keith Murnighan thinks they are going about it in all the wrong ways. More →