Stanford
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Schmoozing with coworkers after hours has professional benefits—and personal costs
A new study shows that workers' pay structure—hourly vs. salaried — affects how they perceive and spend their downtime
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True diversity comes from within
Diverse corporate cultures are good, but it's best to encourage workers to embrace the diversity of their personal, sometimes conflicting, beliefs
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How to be a good boss in trying times
Offering compassion, predictability, and control can help, say two Stanford experts
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How redefining "normal" can alter behavior
Stanford researchers use the concept of "dynamic norms" to persuade diners to eat less meat.
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How segregated are we?
Using GPS data to analyze people's movements, Stanford researchers found that in most U.S. metropolitan areas, people's day-to-day experiences are less segregated than traditional measures suggest.
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When the best AI isn't necessarily the best
Why organizations might want to design and train less-than-perfect AI
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Beating the pandemic by design
Even long-established companies can use startup tactics to stabilize when markets plunge
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When private-sector firms create a culture of health
Investments in employees, consumers, communities, and the environment vary widely. A new study reveals this range and the hurdles to measuring success
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The super power of tomorrow? Being "Indistractable"
Learn how to take back control of your attention span.
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Narcissistic CEOs weaken collaboration and integrity
Some may be bold leaders, but they create a dangerous corporate culture
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Good corporate governance is a great idea, but is anyone practicing it?
There's little evidence that common board best practices lead to better oversight