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Marchionne and Lessons in Leadership
In the three speeches he gave to the Bocconi community between 2012 and 2014, Sergio Marchionne spoke of himself as a “transformational leader,” i.e. a person who defines long-term values and inspires people by example to obtain results that go beyond the perimeter of formal contracts. Marchionne’s leadership is described through a long list of duties: to develop “optimism of the will” to ...
The Compass of Trust for Management
Customer trust is the main driver of the economic performance of a business. This is even more true in digital channels, the have a strong need for trust. To fully grasp the opportunities deriving from new technologies, it is necessary to move towards omnichannel marketing, that places the customer at the center of the business and its channels. This is the way to model the organization, the processes, ...
The Great Bet of Sustainability
The attention dedicated to issues linked to sustainability by the leaders of the largest multinationals has grown enormously in recent years, testifying to the weight these issues have taken on today at the highest levels of decision-making and corporate governance. Values, personal convictions, and vision, comprehension of global dynamics, the ability to involve the entire organization and the stakeholders; ...
Businesses Can No Longer Remain Neutral
In the new global scenario, functions and roles that were once the exclusive province of governments now come under the responsibility of businesses. Businesses must develop the ability to operate in increasingly broad contexts through a sort of corporate foreign policy, based on two elements: a reading of social and geopolitical issues, and forward-thinking corporate diplomacy with respect to issues ...
New Bureaucracy? Make Way for Youth
Policies blocking turnover have caused a resizing and aging of the Italian public administration, raising the need to rejuvenate and upgrade the bureaucratic machine. To that end, it is essential to invest in processes of attraction and selection of young talent, competing in the labor market with private businesses. International experiences show the effective introduction of active recruitment strategies ...
How to Exercise Leadership in Complex Contexts
The cultural model of the real exercise of leadership is still that of one person in control, with an array of followers. The concepts of leader and leadership are thus still associated with characteristics such as charisma, persuasive ability, assertiveness, and rapid actions and decisions. These are all abilities no longer appropriate to govern the complex reality in which organizations are immersed. ...
Meritocracy and Inequality in Selection
The profession of the recruiter has an active role in the encounter between the supply and demand of work. Recruiters have shown that their role is not simply that of matching the productive needs of enterprises and the existing characteristics of labor supply. In reality, they are intermediaries. In other words, recruiters have a certain influence in the “social construction” of the characteristics ...
Training Needs Good Policies
Without a continuous training system, a part of the community finishes its training at the end of formal education and quickly discovers that its basic skills are insufficient. In Italy, despite the intense theoretical debate on the issue, very little is being done in the way of training. Training is a lever for enterprises to fulfill their social responsibility and generate “shared” value with ...
Career Progression in Italy: Old Paths, New Tensions
Over the last decade, the world economy has lived through big transformations, that have had repercussions on businesses with phenomena such as outsourcing, downsizing, and organizational flattening, to name a few. Working relationships have become less long-lasting, with a steady increase in temporary contracts, supported also by digital platforms. These transformations have had a significant impact ...
What Different Generations Want from Employers
Today, at least three different generations work together at companies: the famous Millennials (between 23 and 39 years old), the Baby Boomers on their way out (between 59 and 73) and Gen X (between 40 and 58), a sandwich generation stuck between the other two, despite being the most important in numerical terms. Examining differences (including generational differences) is important to design effective ...