How group dynamics affect decisions
Group dynamics can lead otherwise sensible individuals to make (or agree to) decisions they might not come to on their own. Executives need to be on the lookout for group biases and their undesirable results.
Group dynamics can lead otherwise sensible individuals to make (or agree to) decisions they might not come to on their own. Executives need to be on the lookout for group biases and their undesirable results.
With declining PC sales worldwide and mounting competition, Microsoft has a lot on the line. Wharton’s Michael Useem and other experts weigh in on what the appointment of Satya Nadella as CEO means for the firm.
The definitive report from law firm Eversheds into global boardroom composition and culture, how board structures are changing, and insight into what makes an effective board.
Findings from Silicon Valley Bank's December 2012 survey of 125 UK-based, C-level executives in technology organisations with turnover of less than £25 million.
Now in its 13th year, Edelman’s 2013 Global Trust Barometer debuted at Davos. For the critical lessons for CEOs and organisations, view slides 33-41.