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نوآوری و خلاقیت

5 بُعد کنجکاوی

نویسندگان: تاد کاشدان, دیوید دیساباتو, فالون گودمن, کارل ناتونمقاله مرتبط پیشنهادی: پرونده ای برای کنجکاوی در کسب و کار — روانشناسان تحقیقات فراوانی را تفسیر کردند تا بتوانند فواید بسیار کنجکاوی را متوجه شوند. کنجکاوی موجب ارتقای هوش می‌شود: در یک مطالعه، کودکان بسیار کنجکاو 3 تا 11 ساله، نمره‌ی آزمون هوش خود را 12 […]

رهبری و مدیریت افراد, نوآوری و خلاقیت

پرونده‌ای برای کنجکاوی در کسب‌وکار

نویسندگان: فرانچسکا جینواکثر کشف‌های پیشرو و ابتکارهای قابل توجه در کل تاریخ، از سنگ چخماق برای درست کردن آتش گرفته تا اتومبیل‌های خودران، یک وجه اشتراک دارند: آن‌ها حاصل کنجکاوی هستند. انگیزه‌ی کسب اطلاعات و تجربیات جدید و کشف احتمالات نو، ویژگی ذاتی انسان است. تحقیقی جدید به سه بینش مهم درباره‌ی کنجکاوی و ارتباط آن […]

تکنولوژی, رهبران و مدیران

چگونه انجامش دادم: مدیرعامل یونایتد وی درباره‌ی تغییر یک مدل کسب‌وکار یکصدساله می‌گوید

نویسندگان: برایان گالاگردر مقام رهبر یک سازمان غیرانتفاعی، یکی از بخش‌های بزرگ شغلم این است که از مردم پول درخواست کنم و عاشق این کارم. درخواست کردن آن‌قدر هم که فکر می‌کنید، سخت نیست. بهترین رهبرانی که در هر زمینه‌ای مشاهده کرده‌ام مانند کسب‌وکار، حکومت، غیرانتفاعی، هریک‌ هدف، ماموریت و منطقی دارند که می‌گوید کارشان […]

بازاریابی, روانشناسی

تحقیق: مردان در حضور یک مرد تنومند، بیشتر ‌خرید می‌کنند!

یک تیم تحقیق بین‌المللی تحت رهبری توبیاس اوتربرینگ که هم‌اکنون در دانشگاه آرهوس حضور دارد، خریدهای مردم در فروشگاه‌های لوازم خانگی یک شهر میان‌مقیاس سوئدی در روزهای آخر هفته را بررسی کرد. وقتی یک مرد بلندقد با اندام ورزشکاری دم در می‌ایستاد، خریداران مرد پول بسیار بیشتری را در آن فروشگاه هزینه می‌کردند و متوسط […]

استراتژی و اجرا, بدون دسته بندی

ایجاد یک چشم انداز واضح، رابطه انصاف و مشغله، مشتریان توصیه شده، رابطه تستسترون و میل به خرید و …

ارتباطات؛ ایجاد یک چشم‌انداز واضح از «یک مرغ در هر قابلمه» تا «یک کامپیوتر در هر خانه»، تصاویر مستدلی وجود دارند که از دیرباز برای القای حس هدفمندی و رونق بخشیدن به هر کاری استفاده شده‌اند. بااین‌حال وقتی صحبت از ترسیم چشم‌اندازها می‌شود، رهبرها به طرز غیرمنتظره‌ای رو به زبان انتزاعی و احساساتی می‌آورند. مطالعات […]

در اینستاگرام

HBR
  • Why does luxury brand Balenciaga sell a $2,000 purse modeled after a $1 blue Ikea shopping bag? What’s behind the craze for seemingly distressed and worn-out Gucci sneakers? We are often taught that "status symbols" start among the glitterati and trend setters of high society before trickling down to others. But a new trend seems to contradict this pattern.Instead of adopting a new luxury product or embracing fresh high-end tastes, an increasing number of prestigious brands and celebrities are adopting lower-end fashions and items (e.g., duct-taped shoes, plastic shopping bags, and street food). To make sense of this new trend, researchers conducted a series of studies across various domains such as food and clothing to understand how consumers use products and brands to signal who they are.They discovered that, as traditional luxury goods — like the iconic Louis Vuitton monogram bags or Chanel No. 5 — become more widespread and attainable, the wealthy are seeking alternative ways to signal their prestige and power. In this context, more elites are experimenting with lowbrow culture and downscale tastes without fear of losing status, while middle class individuals, whose financial position is more tenuous, stick to clear-cut status symbols. Status symbols now tend to travel in a different direction, trickling-round from the bottom straight to the top, bypassing the middle.
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Adapted from "The Mystery of the $2,000 Ikea Shopping Bag," by Silvia Bellezza and Jonah Berger. Artist credit: HBR Staff/Claudio Lavenia/Getty Images.
  • Divergent, dissident voices are critical to growth and innovation. Yet some leaders demonize anyone who raises problems, afraid of what those naysayers might be pointing out. When you do this, you prevent the organization from growing and you discourage others from speaking up when they see problems or opportunities. So instead of blaming someone for raising an uncomfortable topic, celebrate them for having the courage to bring it up. Focus on the underlying problem, not the messenger who called it out. Don’t say, “I hear you have a problem.” Say, “I appreciate your helping us to get better.” If you suspect people aren’t bringing you problems, consider why. Maybe they think that you’ll dismiss their concerns or that you won’t take action. To set the right tone, celebrate hard-fought, newly learned things, rather than the most popular or most productive things that happened at your firm. When you do this, your employees will understand that you value innovation and creativity more than you value looking good, and that you genuinely want the company to get better.
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Adapted from “Don’t Demonize Employees Who Raise Problems,” by Nilofer Merchant.
  • As society has become politically polarized, companies have become more activist. Some say this new wave of business activism is the right path for companies to take, as it can solidify bonds with important stakeholders. Others say advocacy should be avoided at all costs for the exact opposite reason — it can alienate employees and customers. Which side right?Researchers surveyed 168 managers across industries, as well as advanced MBA students, to find out how business activism affects consumer perceptions. What they found might surprise you:Respondents were less swayed by corporate advocacy than has been widely reported. When participants were told a company had conservative values, it was more negatively perceived, but when they were told a company had liberal values, their opinions of it remained neutral. They also found that women perceived organizations that are involved in political activity more negatively than men.Finally, they discovered that participants generally acknowledged that political advocacy is both a way for companies to connect with customers and promote their brand. Using advocacy to advertise to target audiences wasn't seen as manipulative pandering. Rather, it was seen as common practice.What are your thoughts on business activism? Tell us in the comments.
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Adapted from "How Do Consumers Feel When Companies Get Political?" by James R. Bailey and Hillary Phillips. Artist credit: Yagi Studio/Getty Images.
  • We all need to shift into high gear from time to time, but how can you tell if you are pushing yourself too hard? Watch out for some of these telltale signs:When was the last time you took some time away from work? Consistently putting off vacations, working over major holidays, or regularly working weekends are all signals that you’re burning the candle from both ends.Another sign is deprioritizing personal relationships. If your social invitations have dried up because your friends assume you’re not available, you’re probably too focused on work.Also, be aware of your behavior when you do take time to be with people outside of work. Are you fully present? While it’s normal to think about work periodically, it becomes a problem when you’re not able to manage your urge to check your phone or respond to emails and texts right away.If you see any of these signs, take some time to reflect on whether you have enough balance in your life. After all, being too wrapped up in work isn’t good for you or your performance.To read more articles on how to avoid burnout, click on our story (above) and check out our weekend reading bundle.
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Adapted from “Are You Pushing Yourself Too Hard at Work?” by Rebecca Zucker. Artist credit: C.J. Burton/Getty Images.
  • If you want to secure a role at the top of your organization, a good first step is to participate in high-stakes assignments — ones that are prerequisite for a shot at the C-suite. Powerful sponsors can be critical in demanding and ensuring that you get these jobs. But many companies have given up their formal sponsorship programs, citing push back from executives who feel they are being asked to advocate for people they don’t know well or don’t think are ready.Companies need to shift away from seeing sponsorship as all or nothing and instead view it as a spectrum of behavior. On the least publicly committed end of the spectrum is a mentoring relationship, one in which the mentor provides personal advice and support privately, with no more at stake than the time invested. On the most committed end of the spectrum, is a sponsorship relationship, one in which the sponsor advocates for an individual. In between these opposite ends lie a range of helping roles that can, over time, evolve authentically to full sponsorship.Viewing sponsorship in this way may lead to better outcomes than asking executives to tick a box on a formal program. And it can be more effective in connecting employees (especially women, who are underrepresented at the top) to powerful sponsors.
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Adapted from "A Lack of Sponsorship Is Keeping Women from Advancing into Leadership," by Herminia Ibarra.
  • Big shifts need to happen in business so the world can avoid the most catastrophic effects of climate change. But it can be difficult to know your role in this process — and you may even wonder whether you can make a difference at all. If you're a business leader, you may wonder, what if helping the environment isn't profitable? If you're an employee, you may ask yourself, what arguments can get our leaders to act? And is it worth being optimistic when the planet seems doomed?Andrew Winston, the author of the Big Idea article “Leading a New Era of Climate Action,” can help. HBR approached him with some questions and concerns people may have about climate action — and some questions we had ourselves.
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Adapted from "Tough Business Questions About the Climate Crisis," by Andy Robinson.

درباره مجله کسب و کار هاروارد | نسخه فارسی

مجله کسب وکار هاروارد (HBR: Harvard Business Review)، معروف ترین مجله مدیریتى دنیاست که توسط انتشارات دانشگاه هاروارد منتشر مى شود. مقالات مجله کسب و کار هاروارد گستره زیادى از موضوعات مدیریتى از قبیل رهبرى، تغییر، مذاکره، استراتژى، عملیات، بازاریابى، مالى، فروش، مدیریت افراد و … را در صنایع و کشورهاى مختلف پوشش مى دهد. قدمت مجله کسب و کار هاروارد

بیش از یک قرن بوده و به 14 زبان دنیا منتشر مى شود و تیراژ هر شماره آن در کل دنیا بالغ بر 300 هزار نسخه است.

در ایران نیز نشر نوین از سال 1393 اقدام به ترجمه و انتشار الکترونیکى مجله کسب و کارِ هارواردِ فارسى نموده است. نسخه کاغذى مجله نیز به صورت دوماهنامه و مطابق با استانداردهاى مجله زبان اصلى چاپ و توزیع مى شود. قابل ذکر است مجله فارسى دقیقا ترجمه مجله زبان اصلى بوده، با همان مقالات، بخش ها و صفحه بندى و بدون هیچ دخل و تصرفى انجام مى شود.

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