Innholdsfortegnelse for July/August 2017 i The European Business Review

Society has evolved and not all aspects of our lives were able to cope up with the changes and advances of the modern world. The authors elaborately sketch the current state of values particularly in our professional lives. The article is both a discussion and a call to be humane in the midst of an ever changing era. Imagine that the artificial intelligence era is already here. You are getting off the autonomous taxi at O’Hare International Airport in Chicago. Your smart suitcases jumps out of the boot and find their way by themselves through security via intelligent check-in process all the way to the plane. The biometric and security smart sensors identify you without presenting any paper documents. You are cleared smoothly through immigration and walk through the security-scanning…

In looking beyond candidates’ whats and focussing attention on their whys, you will be able to get a clearer sense of how they would behave as your team’s leader. Maximising your organisation’s effectiveness requires leaders who tailor their leadership approach based on the organisational culture, their team’s dynamics, and the specific task at hand. This article describes two distinct leadership approaches – dominance and prestige – each with their own advantages and drawbacks. To help your organisation reach its potential, select leaders who know how to leverage both. Selecting people to help provide leadership is one of the most critical decisions an executive can make. When it comes to selecting an appropriate leader for a department, project, or any given team within your organisation, there are many factors you might…

BY SHARON SCHWEITZER To succeed in the global marketplace, all employees, from entry-level to business executives, must understand the importance of culture in navigating the “business of people”. In this article, Sharon M. Schweitzer delves into the intricacies of the global marketplace and shares an eight-point introduction in cultivating communication skills and developing self-awareness that can gain the cultural intelligence to make the “business of people” successful. International business travel and globalisation increase with each passing moment, yet global negotiations and assignments can be challenging. For example, Ebay, Amazon and Google, successful companies in the West, have struggled in the Chinese marketplace. Creating a global mindset and developing cross-cultural communication skills are critical for business professionals. Skills such as self-awareness, collaboration and cross-cultural perspectives are invaluable. To better communicate internally…

As we all know, those who have information also have power. It is therefore suggested that with great power also comes great responsibility. Digital platform businesses are increasingly being confronted with a host of unethical consequences due to a lack of responsible leadership and regulation. In this article, the authors identify several opportunities to enhance your companies’ ethical leadership in the context of digital platforms. Innovation is crucial to any successful business in today’s economy. Most successful businesses nowadays achieve growth by creating new value and a greater level of wellbeing for a variety of stakeholders. Interesting is that those companies usually employ the latest technologies that enables them to work in fast and open ways. Examples of such companies are Amazon, Apple, PayPal, Alibaba, and Airbnb. What is common…

The MIRS strategic choice illustrates how radical innovation paired with architectural knowledge can navigate a company through organisational change. Organisations that embrace cross-domain knowledge can attain sustainable agility. In this article, the author highlights the significant yet often overlooked difference between specialist knowledge and architectural knowledge in the promotion of organisational agility. Today’s fast-paced digitalisation and increasingly turbulent global markets mean that the ability of an organisation to renew itself, adapt, and succeed is more important than ever. The effectiveness with which a company is able to respond to the increasing variability of markets and technologies is what we commonly understand as agility – its ability to adapt and swiftly reconfigure internal processes and resources to meet new challenges. Back in 2006, researchers Stefano Brusoni and Andrea Prencipe wrote a…

30% A 2014 study by the Chartered Institute of Personnel and Development in the UK found that almost a third of employees (30%) believed their current performance management process was unfair. In this article the authors present the five issues that any organisation must tackle in order to design a performance management process that will prove effective for their organisation. Performance management is a very hot topic. Unusually for an HR topic, coverage of developments in performance management has moved beyond academic publications and the business press to attract mainstream media attention in recent times. During 2015 alone, over 50 major US employers including Netflix, Microsoft, Accenture and Deloitte and GE announced that they were undertaking a radical overhaul of their performance management (PM) processes that included discarding the traditional…

The best negotiations originate in a shared knowledge of what is important to both parties, who overcome their ostensible differences and thus work toward the harmonisation of interests and capabilities. In every professional’s journey, there are those defining moments which can change one’s entire career. In this article, the authors elaborate not only the strategies involved in job offer negotiations, but more importantly, how the art of negotiation can significantly jumpstart your entire professional life. An Approach to Driving Negotiations Experience and research teach us that there tends to be a lot of room for improvement when it comes to approaching the negotiations that take place during the hiring process. Numerous studies have demonstrated that successfully negotiating for a first job has very significant consequences later on in the candidate’s…

Our research reveals just how seriously this fragmented global context is being taken in board rooms worldwide. We are aware that this era calls for your business to be able to continuously adapt to emerging trends. But how? The authors provide concrete data on current realities faced by digital businesses and steps on how to make sure your plans turn into actions. For decades, digital globalisation – powered by free-flowing data – proceeded increasingly rapidly and seamlessly. But business leaders are waking up to a far more complex and fragmented reality. Barriers to cross-border flows have been building for some time. In the world of trade, for example, the number of trade-restrictive measures in the G20 nations almost quadrupled from 324 in 2010 to 1,263 in 2016. Another area of…

Over the past 25 years we have seen a rapid proliferation of workplace technology, automation and artificial intelligence. The evolution of the fourth industrial revolution has dramatically impacted how we live and how we work. With employee disengagement at an all-time high worldwide – are the robots to blame? Or will they save us from daily drudgery and give us the space to build more humane corporate cultures? Corporate Culture is Broken In Gallup’s 2013 report on The State of Global Workplace, they identified that 87% of the global workforce is disengaged at work.1 Korn Ferry Hay Group, a global management consultancy, estimates that wages lost due to employee disengagement is valued at over£ 380B annually. And over 50% of global business leaders say that employee engagement is a major…

With increasing attention to workplace design an accompanying belief from the employee that their work environment offers a supportive space for positive behaviour change may impact greatly on health and performance. In the first of two parts looking at habits in the workplace the authors uncover the preliminary results of research into habit formation success with almost 2000 senior managers in a major multinational. “All our life, so far as it has definite form, is but a mass of habits – practical, emotional, and intellectual – systematically organized for our weal or woe, and bearing us irresistibly toward our destiny, whatever the latter may be.” – William James I’ve always been fascinated by the subconscious part of our brains. From reflecting on the predominance of tacit (versus explicit) knowledge during…