Workplace stress, on the rise for decades, has been treated by many organizations as a personal issue instead of a business-critical risk that merits executive oversight.

Training investments are essential for improving worker and firm productivity, yet their implementation is often hindered by low participation rates and insufficient worker engagement.

The literature on communities of practice demonstrates that a proven way for senior professionals to upskill themselves in the use of new technologies that undermine existing expertise is to learn from junior professionals.

We examine how artificial intelligence transforms the core pillars of collaboration— performance, expertise sharing, and social engagement—through a pre-registered field experiment with 776 professionals at Procter & Gamble, a global consumer packaged goods company.

Governments have reformed public services by adopting private sector gover- nance models that grant top directors greater autonomy, responsibility for meeting key targets, and performance-based rewards.

For as long as there has been work, there has been a “future of work,” through humans’ ingenuity and drive to get things done easier, faster, and better.

By 2026, global corporate spending on wellness programs is set to top $94.6 billion, yet anticipated improvements in well-being are not being realized, and, in fact, mental health needs are continuing to rise around the world.

Organizations like GE, IBM, and Procter & Gamble (P&G) have long been touted as the classic "academy companies." Academy companies produce first-rate executives who populate their own senior ranks and also go on to lead other companies.

Despite the rapidly increasing prominence of data and analytics functions, the majority of chief data officers (CDOs) fail to value and price the business outcomes created by their data and analytics capabilities.

In the coming decades, as the pace of technological change continues to increase, millions of workers may need to be not just upskilled but reskilled—a profoundly complex societal challenge that will sometimes require workers to both acquire new skills and change occupations entirely.

Like triaging our inboxes, clearing our Slack messages, or managing our to-do lists, preparing an agenda can make us feel like we’ve accomplished something.

Mid-career women are often surprised by the levels of bias and discrimination they encounter in the workplace, especially if they’ve successfully avoided it earlier in their careers.

We respond to calls in the strategy and international business literature for elucidating how multinational subsidiaries develop contextual intelligence in host countries and how they use the local context as a source of valuable opportunities for learning.

Agrowing number of companies are engaging with sustainability issues, driven by a greater aware -ness of environmental and social problems and a changing set of institutions and social expec -tations about the role of business in society.