آخرین شماره های هاروارد

آخرین مقالات

بازاریابی

یافتن بهترین روش معرفی و رونمایی از یک محصول

نویسندگان: آمالش شارما, الوک سابو, وی کومارفاصله بهتر، موجب بهبود آموزش می‌شود. قبل از آنکه از محصول جدیدی رونمایی کنید، زمانی را برای یادگیری از تجارب آخرین رونمایی‌تان در نظر بگیرید. در ابتدای پاییز امسال، و طبق رسم هر سال، اپل یک یا چند آیفون جدید خود را معرفی می‌کند؛ یک مراسم رونمایی در بین […]

بازاریابی, رهبری و مدیریت افراد

وجه تاریک قدرشناسی، سختی دخالت‌های مشاوران، معیار پیتر، و مطالبی دیگر…

بخش ایده بان مجله کسب و کار هاروارد، به بررسی برخی از جدیدترین تحقیقات حوزه مدیریت و کسب و کار می پردازد و بصورت مختصر آنها را معرفی می کند. در ادامه مقالات مورد بررسی در شماره جولای-آگوست 2018 مجله را با هم مرور می کنیم. بازاریابی؛ سازگاری با مشتری، رضایت و سود به همراه […]

رهبران و مدیران

مدیرعامل در برابر زمان

نویسندگان: ادی اگنیشسمیزان درخواست‌ها و پیچیدگی هدایت یک کمپانی، دیوانه‌کننده است. مدیرعامل هم بر بخش‌ها و هم بر دستورکار واحدهای مختلف کسب‌وکار نظارت می‌کند و به گستره‌ای از نمایندگان، ذی‌نفعان، مشتریان، کارکنان، هیئت‌مدیره، رسانه‌ها و دولت پاسخگو است. و ازآنجایی‌که مدیرعامل‌ها ربات نیستند، آن‌ها هم باید برای خانواده، دوستان، ورزش و سایر علائق غیرکاری‌شان وقت […]

زنان و کسب و کار

زنان از کم‌اهمیت دانستن اختلاف جنسیتی سود می‌برند!

نویسندگان: نیکول تورساشلی مارتین که به زودی در استنفورد استاد تمام خواهد شد و کاترین فیلیپس پروفسور دانشگاه کلمبیا، از افرادی خواستند تا نظر خود را مورد جملات مختلف مربوط به اهمیت تفاوت‌های جنسیتی بیان کنند. آن‌ها دریافتند که زنانی که بر همسانی زنان و مردان تمرکز دارند (نابینایی جنسیتی)، قدرت و اعتماد‌به‌نفس بیشتری نسبت […]

استراتژی و اجرا

مدیرعامل لیوای اشتراوس درباره‌ی بازگرداندن یک برند نمادین به مسیر رشد و تعالی می‌گوید

نویسندگان: چیپ برگمن آدم برندها هستم. ۲۸ سال را در بخش مدیریت برند پراکتر اند گمبل گذراندم. پروژه‌ی تصاحب ۵۷ میلیارد دلاری ژیلت توسط پراکتر اند گمبل را هدایت کردم و سپس شش سال به اداره‌ی همان بخش پرداختم – یکی از پرسودترین بخش‌های کمپانی بود. این توافقی بود که خیلی به چشم آمد، بنابراین […]

در اینستاگرام

HBR
  • People management isn't a fixed process. To be successful, you need to tailor your approach to the needs of the employee you are working with and the context of the situation. Sometimes people need clear direction. Other scenarios call for you to step back and provide guidance. Above are some tools you can use to distinguish which approach is best to take when deciding whether to coach or to direct a team member.Adapted from Harvard Manage Mentor.
  • When you see how underrepresented African-Americans are in current leadership roles, it can be easy to get discouraged. But recent research may help you change your mindset. Over the course of their work — interviewing and surveying African-American professionals, as well as analyzing research on black leadership and career paths — Laura Morgan Roberts and Anthony J. Mayo have met a myriad of people who, despite being underestimated, underappreciated, and underresourced, have prospered and achieved incredible success. How?While systematic discrimination requires efforts at the organizational, leadership, and societal levels to truly change — and the burden of success should never be placed on those being oppressed — the researchers also suggest there are things you can do to empower yourself and others. The first step, they say, is affirming your own potential. When you believe in your ability to grow, you are more likely to make decisions that help you discover new paths to success.Based on this finding, they created a series of self-affirmations. Think of these affirmations as tools that can help you maintain a productive, leadership mindset when confronted with the unique struggles too many African-Americans face at work:1) In the early stage of my career, I envision myself becoming a leader. I build a robust sense of self that strengthens me. I critically question and reject negative stereotypes and society’s lowered expectations of black leaders.2) In the middle stage of my career, I am positioned to grow into greater leadership. For the sake of my health, I make choices that promote my ability to be authentic at work — whether that is expressing myself through my appearance or my language — and I am accountable for those decisions. This is the paradox of authenticity. I embrace this with courage.3) In the late stage of my career, I use my leadership, power, and influence for good. I continue to uphold my integrity by being mindful of my decisions about how I lead, and I use my powers to uplift others.Adapted from "Success Comes From Affirming Your Potential," by Laura Morgan Robert and Anthony J. Mayo. Artist credit: Max Sansing
  • Too many of us look for talent in the same places or follow the popular trend of thinking the “best hire” is the “best culture fit.” These approaches undermine efforts to boost diversity (demographically and cognitively) and hinder creativity and innovation. While there is no one “best” way to hire talent, there are seven science-based recommendations that can help managers update their hiring tactics and develop their talent management skills along the way:1) Think ahead. Most leaders know what kind of talent they are looking for in the moment, but far fewer consider whether or not their new hire has skills that align with their long-term strategy.2) Focus on the right traits. The two biggest mistakes managers make when they evaluate other people’s talents are focusing too much on their past performance and overrating the importance of their resume.3) Be data-driven. When you hire someone, outline clear performance goals that can be easily evaluated by others and identify whether your view of their performance aligns with what others think and see.4) Hire internally. Internal hires tend to have higher levels of adaptation and success rates than external hires, not least because they are better able to understand the culture and navigate the politics of the organization.5) Be inclusive. When you hire people just like you or you current team members, you reduce the probability of creating teams with complementary skillsets.6) Think plural rather than singular. When you think about your talent pipeline, focus less on individuals and more on the configuration of your team. Will people work well together? Are they likely to complement each other? Do their functional and psychological roles align with what the team needs?7) Never stop trying to make people better. No matter how skilled your employees may be, you still need to help them grow in new ways. And no matter how much an employee is struggling, you are responsible for attempting to help them find their footing.Adapted from "How the Best Managers Identify and Develop Talent," by Tomas Chamorro-Premuzic. Artist credit: HBR Staff/Getty Images
  • Have you ever been in a situation where others expected you to fail? Maybe your boss didn’t think you had what it took to lead a project. Or investors told you that your idea was unlikely to take off.
New research shows that “underdog expectations” like these can actually motivate people to try to prove others wrong, leading to better performance. Here are a few things to keep in mind to ensure that being an underdog will lead to success:1) Build your own confidence by identifying the skills and qualities that can help you succeed. People who have a requisite level of self-confidence and maintain this in spite of experiencing underdog expectations are more likely to prove those expectations wrong.2) If you want to stay motivated in the face of underdog expectations, you need to think about why those expectations aren’t credible. Consider why observers who see you as an underdog might not have an accurate picture of how effective you are or why you can be successful.3) Trying to prove others wrong is a double-edged sword and it can cause serious anxiety. Reappraising anxiety as excitement, preparing for potential setbacks, or developing a pre-performance ritual can help you manage it.Adapted from "The Upside of Being an Underdog," by Samir Nurmohamed. Artist credit: Jeffrey Coolidge/Getty Images
  • Until the late 1970s, companies spent about the same amount on R&D and advertising. Today, they spend 10 times more on R&D. The chart above shows this trend: firms spent more than 1% of their total expenses on advertising until the 1980s, and in recent years this number has declined to less than 0.8%. During the same period, however, R&D investment increased dramatically from less than 1% to more than 7% of total expenses.Part of the ad decrease can be explained by a 1994 accounting rule and part of R&D increase can be explained by the introduction of tax credits in 1981. But neither of these regulations can explain the long-term, systematic shift in firms’ focus away from marketing towards engineering, technology, and innovation.So what’s really going on here?There are several explanations that could partly account for these findings:1) Firms might increasingly rely on acquired brands instead of developing them organically.2) Firms might achieve higher mileage from advertising dollars through more intimate knowledge of their customers and by using improved tracking and analytics.3) Firms increasingly rely on peer networks, word of mouth, blogs, and cross-sold services to establish brands.4) New firm founders may be more passionate about discovering new technologies than about marketing success.5) There’s also the possibility that marketing has lost relevance relative to engineering, technology, and product development. If true, it would have profound implications for everything from organizational structures to management education.Adapted from “R&D Spending Has Dramatically Surpassed Advertising Spending,” by Vijay Govindarajan et al. Read more about the authors’ full methodology by clicking the link in our bio.
  • What would you do if your work friend let you down on a project? Would you give them a good peer review? Or would you be honest about their performance? Nisha Nayad is facing this dilemma in our most recent InstaCase. Watch our story to see the full case and discuss what you would do in this situation below.Adapted from “Case Study: Give Your Colleague the Rating He Deserves—or the One He Wants?” by Anthony J. Mayo et al. Artist credit: Yagi Studio/ Getty Images

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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