Research shows that bolstering people’s sense of well-being can motivate them to slim down or exercise more.
Stanford GSB researchers find that how people respond to mistakes can be a "clue to who they are.”
Corporate governance experts from Stanford Graduate School of Business say criticism of CEO pay might be off the mark.
The aviation industry has to navigate through government regulations, natural disasters, economic storms, and labor negotiations, challenges that Jeff Smisek, president and CEO of the world's largest carrier, United Continental Holdings, says he finds fascinating.
In the business world, women who are aggressive, assertive, and confident but who can turn these traits on and off depending on the social circumstances get more promotions than either men or other women, according to a recent study by Olivia O'Neill and Charles O'Reilly.
Observers of Silicon Valley have always assumed that the most successful companies get their competitive edge by paying their star employees more than the competition to fuel innovation. Now research, co-authored by Professor Kathryn Shaw, and using the academic field of insider econometrics, has been able to prove that this assumption is indeed true.
As head of the world's largest beer marketer, Carlos Brito of AB InBev says success of a corporation hinges on hiring high-performing individuals, who bring passion and commitment to the job, and on building a company culture that keeps them.
Since taking over as CEO of Zappos, Tony Hsieh has vowed to do whatever it takes to keep his employees, customers, and vendors happy. He told a business school audience his strategy leads to profits in the end.
More than half of companies today cannot immediately name a successor to their CEO should the need arise, according to new research conducted by Heidrick & Struggles and Rock Center for Corporate Governance at Stanford University. The survey of more than 140 CEOs and board directors of North American public and private companies reveals critical lapses in CEO succession planning.
In some manufacturing environments, having workers engage in just-in-time production—maintaining production quotas without any inventory stockpiling or project overhang to the next day—can actually cause motivational problems and increase costs. The answer is to make sure employees' pay is tied to their actual productivity—and that means allowing for bad days and, consequently, some inventory...