When it comes to building a company, it matters where you are from. According to new research from the University of Maryland’s Robert H. Smith School of Business, there is a clear connection between how much hierarchy founders create in their startups and where they hail from. Founders from countries with corrupt governments and fewer freedoms for citizens give their employees much less autonomy.
Harvard Business Review
Front-line workers resent managers who ignore their input. But research from the University of Maryland’s Robert H. Smith School of Business puts the blame elsewhere when ideas get stifled or punished at the bottom of the corporate hierarchy.
Equal pay for equal work. It’s a simple notion, but one that’s surprisingly hard to implement without buy-in from upper management and quantitative tools for decision support.
A good boss can overcome the effects of a bad one, leaving employees feeling autonomous and confident when they work on multiple teams with different supervisors, new research shows. The study, co-authored by management professor Gilad Chen at the University of Maryland’s Robert H. Smith School of Business, examined the ripple effects of empowering leadership.
Trade wars historically hinge on the flow of goods across borders. But Anil K Gupta, management professor at the University of Maryland’s Robert H. Smith School of Business, says the flow of data across borders may soon matter more than anything else as every business in the global economy becomes a data business.
Why Men Stay on the Sidelines for Gender Parity
As gender inequality in the workplace continues, organizations are launching gender parity programs to combat the pervasive problem. But diversity officers and leaders are facing a roadblock: Men, who often constitute the majority in organizations and hold more positions of power and influence, just aren’t interested in initiatives aimed at creating gender parity.
Targets of Hostile Supervision Can Flip the Script
An abusive boss can make work miserable for anyone, prompting defiant employees to retaliate or flee. New research co-authored by Hui Liao at the University of Maryland’s Robert H. Smith School of Business shows a third option.
Turn Off ‘Automatic Pilot’ Mindset to Boost Compliance
How Group Dynamics Work Against High Performers
Modern organizations celebrate teamwork. They establish shared goals and values, invest in physical spaces that bring people together, and adopt diversity programs that give voice to everyone in the room. Then they go looking for hotshot individuals to fill key roles.