Summer 2020 Editorial Preview

This issue of MIT SMR offers up important solutions for achieving success in critical areas of management. Read the full lineup below.

Content subject to change.

Connecting Beyond Your Borders

MIT SMR special report delves into four different ways that companies can create value by connecting beyond their borders.

Accelerating Innovation

What companies can learn from one of the world’s largest networks of accelerator labs.

— Elizabeth J. Altman (University of Massachusetts, Lowell) and Frank Nagle (Harvard Business School)

How Legacy Businesses Can Compete in the Sharing Economy

By harnessing sensor data from the internet of things, providers of traditional products and services can participate in the sharing economy — boosting revenue in the process.

— Mohan Subramaniam (Boston College) and Mikolaj Jan Piskorski (IMD)

What Managers Need to Know About Data Exchanges

The era of big-data silos is fading. Shared data is the future.

— José Parra-Moyano (Copenhagen Business School), Karl Schmedders (IMD), and Alex (Sandy) Pentland (MIT)

Make Your Crowd Smart

A framework for tailoring your crowdsourcing approach to the complexity of your innovation challenge.

— Christoph Riedl (Northeastern University), Victor P. Seidel (Babson College), Anita W. Woolley (Carnegie Mellon University), and Gerald C. Kane (Boston College)

Articles Featured in the Summer Issue

How Autonomy Creates Resilience in the Face of Crisis

One Chinese manufacturing giant quickly rebounded from coronavirus. Here’s what you can learn from its org chart.

— Howard Yu and Mark J. Greeven (both from IMD)

Sustaining Employee Networks and Relationships in the Virtual Workplace

When a large-scale move to remote working diminishes organizational networks and strains relationships, managers must act to keep connections positive and productive.

— Daniel Z. Levin and Terri R. Kurtzberg (both from Rutgers Business School)

Is It Time to Rethink Globalized Supply Chains?

The COVID-19 pandemic should be a wake-up call for managers and prompt them to consider actions that will improve their resilience to future shocks.

— Willy Shih (Harvard Business School)

Three Elements for Successful Virtual Working

More employees than ever before are working from home. Technology, social connections, and new routines will help them succeed.

— Lynda Gratton (London Business School)

Fixing the Overload Problem at Work

Companies keep burning out their employees — and promoting “balance” doesn’t help. Work redesign provides a better solution.

— Erin L. Kelly (MIT Sloan School of Management) and Phyllis Moen (University of Minnesota)

Why Innovation’s Future Isn’t (Just) Open

Innovating with external partners doesn’t always give companies a competitive advantage. It needs to be balanced with internal efforts.

— Neil C. Thompson (MIT Computer Science and Artificial Intelligence Lab), Didier Bonnet (Capgemini Invent, IMD), and Yun Ye (Capgemini Invent)

Five Musts for Next-Gen Leaders

As digital technologies transform organizations and work, here’s what leaders will need to get right.

— Amit S. Mukherjee (IMD)

Reconcile Shareholders With Other Stakeholders

Identify which stakeholders will create long-term value for shareholders — and avoid the value-destroying traps associated with others.

— Paul Strebel, Didier Cossin, and Mahwesh Khan (all from IMD)

Creating Jobs and Workspaces That Energize People

Exposure to the natural world can boost employees’ cognitive, emotional, prosocial, and physical energy.

— Anthony C. Klotz (Mays Business School at Texas A&M University)

How to Make Better Decisions About Coronavirus

Decision-making during a crisis marked by great uncertainty can fall prey to bias — recognizing faulty thinking patterns can guide us to better choices.

— Thomas H. Davenport (Babson College)


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