Smith Research

A lot of people feel paranoid at work, especially those without power. And organizations should take note because that paranoia can turn into aggressive behaviors, finds new research.

New employees bring fresh perspectives but whether they speak up with ideas and feedback often depends on the manager they are paired with, finds new research.

New research shows how rudeness can become deadly, interfering with doctors' decision-making and lead to misdiagnoses.

Managers want employees to share thoughts and concerns in one-on-one settings – not public meetings – because they want to save face, finds new research.

New research finds don't women speak up as much as men in organizations, but they can gain confidence to do so if they see women leaders speak up first.

New research finds that employees with more friends at work will be better at getting things done and asking for help when they need it.

New research finds that having power at work is a double-edged sword: it makes your job more demanding, which has both good implications and bad implications, simultaneously.

A new paper says management researchers should show more data and use a simple graphical tool.

Maryland Smith’s Evan Starr has extensively studied noncompetes, with the same conclusion: the agreements hurt workers.

When it comes to a company’s success, is it better to have one strong leader at the top or several leaders sharing responsibilities? The early Japanese cotton spinning industry might have the answer.