On Organizational Configurations

To manage organizations in ways that will make our society manageable, we need to spark innovations in management. Consider the organization in which you work. What configuration does it have and what does that tell you? What might you do to enhance the strengths and minimize the weaknesses of its structure? (No. 112 | February 2012)

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Business Model Innovation

Who is your customer? What does the customer value? How do you deliver value to customers at an appropriate cost? Business models that focus on the who, what, and how to clarify managerial choices and their consequences underpin the operations of successful organizations. (No. 111 | January 2012)

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Learning in Conferences

The true value of a conference lies in its effects on participants. Conferences are to generate and share knowledge that impacts behavior and links to results: this will not happen if the state-of-the-art of conference evaluation remains immature and event planners do not shine a light on the conditions for learning outcomes. (No. 110 | December 2011)

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Learning Histories

How can we gauge the successes and failures of collective learning? How can the rest of the organization benefit from the experience? Learning histories surface the thinking, experiments, and arguments of actors who engaged in organizational change. (No. 109 | November 2011)

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Conflict in Organizations

Complex adaptive systems are the source of much intra-organizational conflict that will not be managed, let alone resolved. To foster learning, adaptation, and evolution in the workplace, organizations should capitalize on its functions and dysfunctions with mindfulness, improvisation, and reconfiguration. (No. 108 | October 2011)

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Political Economy Analysis for Development Effectiveness

Political economy embraces the complex political nature of decision making to investigate how power and authority affect economic choices in a society. Political economy analysis offers no quick fixes but leads to smarter engagement. (No. 107 | September 2011)

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A Primer on Intellectual Capital

Intellectual capital has become the one indispensable asset of organizations. Managing its human, relational, and structural components is of the essence of modern business. (No. 106 | August 2011)

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