Companies are always looking for ways to get teams to innovate more and find creative answers to problems. New research from Maryland Smith’s Myeong-Gu Seo finds one way to do so is to encourage employees to bare their feelings – both positive and negative – to team members.

While there is no single playbook for successfully bringing employees back to the office after pandemic restrictions have waned, Maryland Smith’s J. Gerald Suarez says there’s a crucial element that leaders can use to ease the transition: empathy. One of the toughest things that anyone can do, Suarez says, is starting something new or stopping something old.

For more than a year, many of us have been working remotely as part of a dispersed team. But how efficient are those teams? New research from Maryland Smith’s David M. Waguespack finds that dispersed teams succeed faster than teams working together in the same space. But dispersed teams are slower to abandon failing projects.

As the economy gradually emerges from the COVID-19 crisis, organizations should spend some time contemplating how they can prepare for the next crisis, says Maryland Smith's Oliver Schlake .

Maryland Smith’s 18th Annual Recommended Reading for Business Leaders

Small-budget movies like 'Parasite' and 'Nomadland' are gaining recognition as streaming services continue to ramp up content. They're signs of the times that production funding across the industry is changing.  

When a team experiences any big disruption, having an environment where people feel welcome to speak up can help everyone to process shocks and to recover, finds new research.

When organizations want to make lasting changes, they should use peer pressure, finds new 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.