The K@W Network:
In a new book, Wharton’s Peter Cappelli says the choices employees and employers must make about the future of work could be among the most important they face.
Letting employees express their full range of emotions at work can result in better team-building and problem-solving, according to new research from Wharton’s Michael Parke.
America’s beloved game show made the same mistake as many companies when it failed to widen the search for a new host, says Wharton’s Corinne Low.
Wharton’s Gad Allon explains why companies should consider nearshoring to blunt the effects of supply chain issues in China.
As part of the Leading Diversity at Work series, Wharton’s Stephanie Creary speaks with two experts about workplace well-being, especially for employees of color facing the “double whammy” of the[…]
Firms that mandate the COVID-19 vaccine for employees are protecting the workforce and mitigating loss, says Wharton management professor Iwan Barankay.
A new book offers practical guidance for first-time bosses who need help making the tough transition from employee to manager.
In business negotiations, sometimes deflection is a better option than answering a question truthfully. Research co-authored by Wharton’s Maurice Schweitzer explains why.
Contractors are outsiders who don’t have the social capital needed to be effective managers, but new research from Wharton’s Peter Cappelli shows how they are leveraging their outsider status for[…]
This Nano Tool for Leaders offers guidance for creating a culture of continuous performance improvement and adaptive learning by systematically reviewing team successes and failures.