Technology & Employment
Pastor, Alfredo; Mercadal Dupree, Bartolomé
Will a robot take your job? Although workers have worried about being replaced by a machine since the Industrial Revolution, the changes brought by computerization, digitization and robotization are being felt more profoundly. One study predicts that 47 percent of 400 million U.S. jobs are considered at high risk. This article summarizes the latest research, which includes interviews with executives from Spanish corporations, to help separate science fiction from business reality. Armed with this deeper understanding, executives may start to view technological change not with fear but with flexibility, and identify some practical actions they can take to ready themselves for whatever lies ahead.
Make Way for a New Generation
Stein, Guido; Martín, Miguel
By 2025, millennials will represent an estimated 75 percent of the world's working population. With a view to meeting the needs and demands of this generation, many companies are rethinking their people management policies and leadership styles. The authors surveyed 22,000 international executives, hundreds of participants of IESE Executive MBA programs and their managers, as well as a group of final-year students from the University of Navarre's School of Economics and Business Administration. Their responses confirm that a shift is indeed taking place in professional aspirations, the priorities people weigh when choosing a job, and the type of leadership expected from managers. This article suggests the keys for attracting, developing and retaining millennial workers.
The Rise of Alternative Work
The rise of alternative work arrangements in the United States is consistent with a growing phenomenon happening in Europe and elsewhere: the conventional full-time employment model is giving way to emerging forms of temporary, nonstandard or contingent work. How can companies make sense of it all? The author proposes a new taxonomy for understanding employment in the new economy. His classification is predicated on who maintains directive control, which is conditioned by the presence or absence of a third party as well as the nature of the contractual relationship itself. Executives may find this framework useful for managing employment relationships in an evolving context.
The Mechanisms That Matter
Lago, Alejandro; Sieber, Sandra
Call it the sharing, collaborative or peer-to-peer (P2P) economy, a new business paradigm is gradually taking shape. And as with any disruptive business paradigm, this one comes with controversy and debate. This article examines the key levers of several well-known business models, in particular, the market-access mechanisms, the resource-allocation models, and the approach to governance, monitoring and control. Highlighting the differences may help academics, practitioners and policymakers better understand the potential advantages and shortcomings of the collaborative economy.
The Digitization of Trust
Mazzella, Frédéric; Sundararajan, Arun; Butt d'Espous, Verena; Möhlmann, Mareike
Over the centuries, each significant economic expansion has been enabled by the accompanying creation of new trust systems -- from village-based trade and informal trader networks, through contracts, government standards and financial institutions, to today's corporate brands. Emerging digital platforms are catalyzing a new expansion that will reintegrate into our economic interactions the social aspects of commerce that were marginalized by 20th century capitalism, creating a new form of crowd-based capitalism powered by the digital trust grid. This article shares the findings of an ongoing research collaboration between New York University and BlaBlaCar. The authors identify the mechanics of online trust and the resulting level of trust created. They show that, with the right digital tools, many of which are encapsulated in their D.R.E.A.M.S. framework, individuals can achieve high levels of trust without ever having met in person. This signals a radical move toward a friendlier, more personal, more connected, more empowered world of trust.
Business & Society in the Balance
In many cities around the world, policymakers are struggling to deal with the disruptive challenges posed by the sharing economy. The current rules were devised for an entirely different reality, and crackdowns could lead to a stifling of innovation. The author draws upon her work on innovation law and experimental rulemaking, in both the European and U.S. contexts, to suggest various ways that sharing-economy businesses, regulators, consumers and traditional businesses can engage in constructive conversations to navigate the myriad regulatory issues arising in this hazy area. Ultimately, it's about weighing the risks and opportunities, and protecting the public interest, while at the same time promoting new business practices.
Motivating Yourself & Your Team
García Pont, Carlos; Canales, J. Ignacio
Unless you are at the top of the hierarchy, most managers will find themselves caught in a conflicting position, having to carry out certain tasks delegated from above, while not delegating to those below, and where no one experiences much freedom of movement. In the face of this reality, a change of management style is required. Based on research, teaching, consulting and a recent TEDx Talk delivered on the subject, this article shares the keys that will help readers earn the trust of senior management, enabling every person to convert his or her tasks into more enriching responsibilities. The authors suggest the necessary managerial and organizational conditions to do so. If people begin to look beyond the goal of simply checking off tasks, and instead focus on each person's personal and professional development, this paradigm shift will bring benefits for the organization as a whole.
Boundary Management in Cyberspace
Revealing aspects of your personal life at work can impact your respect and likability, both of which affect motivation and engagement levels, and consequently future hireability and promotability. However, how much you choose to disclose about yourself at work is made more complicated by today's blurred social media realities, as the author's research on the topic reveals. When people feel pressured to share personal lives, or at least don't feel in full control of their disclosures, their engagement, motivation and sense of belonging can be lower. This article suggests the key steps and strategies to follow in order to harness the power of social media and avoid the potential pitfalls when managing the boundaries between personal and professional lives in cyberspace.
Breaking the Silence
Milliken, Frances J.; Tatge, Larisa
Employees who feel empowered to share information and ideas with their managers are likely to be more engaged and motivated employees. Conversely, when employees feel they cannot speak up about issues or offer ideas or suggestions, there can be negative consequences -- for employees, their companies and society in general. This article explores the main triggers of employee silence, the effects on employees' attitudes and behavior when they perceive that it is not "safe" to speak up, and the possible results for communities. The authors consider how to increase employee voice opportunities, in order to foster more trusting and collaborative work environments in which people feel fully motivated, empowered and engaged.
Strategic Risk Management
Bromiley, Philip; Rau, Devaki
In trying to identify all the risks a firm faces, managers can turn risk management into an overwhelming paper-processing exercise that distracts them from focusing on the risks that really matter -- namely, strategic ones that threaten the firm's existence. By not being able to grasp the assumptions and limitations of complex and costly Enterprise Risk Management (ERM) tools and models, managers may be operating under a false sense of security. Based on their research on firm risk-taking and risk management, the authors offer nine practical suggestions to help managers make the risk function more meaningful and relevant. A healthy dose of skepticism, prudence and resilience will go a long way toward helping your firm see the forest rather than the trees.