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  • Image of Knowledge@Wharton
    Image of Knowledge@Wharton

    On Building Corporate Value

    by Mukul Pandya, Robert E. Mittelstaedt Jr., Eric Clemons, Harbir Singh

    The Internet can be a powerful tool if companies and consumers learn how to use it creatively and imaginatively. Case studies and articles from Wharton’s [email protected] online journal support the authors’ strategies for building value through the Internet — including how to use the Web’s inherent communication, brokerage, and integration effects to your advantage.

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  • Image of Working GlobeSmart
    Image of Working GlobeSmart

    12 People Skills for Doing Business Across Borders

    by Ernest Gundling

    Gundling presents a toolkit of the 12 global people skills that international managers, or anyone working with global partners, must acquire. These include interpersonal skills (eg. establishing credibility), group skills (eg. negotiating) and organizational skills (eg. managing change).

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  • Image of Beyond Budgeting
    Image of Beyond Budgeting

    How Managers Can Break Free from the Annual Performance Trap

    by Jeremy Hope, Robin Fraser

    The authors show how to reform the traditional budgeting process, which currently consumes too much time while adding too little value. The problem is traditional budgeting’s focus on fixed targets and performance incentives. The authors argue for replacing centrally controlled, predetermined goals with self-regulating, relative competitive benchmarks and transfer the power and decision-making authority from the center of the organization to the front line.

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  • Image of The Solutions Focus
    Image of The Solutions Focus

    Making Coaching and Change Simple

    by Mark McKergow, Paul Z. Jackson

    Businesses waste precious time and energies attempting to solve problems. Organizations that adopt the Solutions Focus, write Jackson and McKergow, can do a better job of moving the workforce toward the best possible future and away from the finger pointing and blame game of the problem approach. The key is to focus on solutions not problems, the future not the past, and what to do as opposed to who to blame. In other words, instead of fixing problems, find what works and do more of it. A method

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  • Image of Primal Leadership
    Image of Primal Leadership

    Realizing the Power of Emotional Intelligence

    by Annie McKee, Richard Boyatzis, Daniel Goleman

    Great leaders move us. They ignite our passion and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision, or powerful ideas. But the reality is much more primal, according to Goleman, Boyatzis and McKee: Great leadership works through the emotions. The authors, experts in the concept of emotional intelligence (EI), describe what managers and executives must do to become emotionally intelligent leaders ‘using EI competencies such as empathy...

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