Friday, November 28, 2014

HR Most Influential International Thinkers 2014

EVANS Paul A. L
HR Most Influential International Thinkers 2014
(# 15)

HR Most Influential International Thinkers 2014

IBARRA Herminia
2014 HR Magazine’s Most Influential International Thinkers (#20)

The writers and academics on the HR Most Influential International Thinkers list work on business models and innovation with important people management implications. They are advancing thinking on talent management and combine academic rigour with practical relevance. They are taking HR in new directions, such as neuroscience, while building the evidence base in older areas like change management. It’s these people that have the ear of HR directors today. - See more at: http://www.hrmagazine.co.uk/static/thinkers-os#sthash.ZRIMQl3z.dpuf
The writers and academics on the HR Most Influential International Thinkers list work on business models and innovation with important people management implications. They are advancing thinking on talent management and combine academic rigour with practical relevance. They are taking HR in new directions, such as neuroscience, while building the evidence base in older areas like change management. It’s these people that have the ear of HR directors today. - See more at: http://www.hrmagazine.co.uk/static/thinkers-os#sthash.ZRIMQl3z.dpuf
The writers and academics on the HR Most Influential International Thinkers list work on business models and innovation with important people management implications. They are advancing thinking on talent management and combine academic rigour with practical relevance. They are taking HR in new directions, such as neuroscience, while building the evidence base in older areas like change management. It’s these people that have the ear of HR directors today. - See more at: http://www.hrmagazine.co.uk/static/thinkers-os#sthash.ZRIMQl3z.dpuf
The writers and academics on the HR Most Influential International Thinkers list work on business models and innovation with important people management implications. They are advancing thinking on talent management and combine academic rigour with practical relevance. They are taking HR in new directions, such as neuroscience, while building the evidence base in older areas like change management. It’s these people that have the ear of HR directors today. - See more at: http://www.hrmagazine.co.uk/static/thinkers-os#sthash.ZRIMQl3z.dpuf
The writers and academics on the HR Most Influential International Thinkers list work on business models and innovation with important people management implications. They are advancing thinking on talent management and combine academic rigour with practical relevance. They are taking HR in new directions, such as neuroscience, while building the evidence base in older areas like change management. It’s these people that have the ear of HR directors today. - See more at: http://www.hrmagazine.co.uk/static/thinkers-os#sthash.ZRIMQl3z.dpuf
The writers and academics on the HR Most Influential International Thinkers list work on business models and innovation with important people management implications. They are advancing thinking on talent management and combine academic rigour with practical relevance. They are taking HR in new directions, such as neuroscience, while building the evidence base in older areas like change management. It’s these people that have the ear of HR directors today. - See more at: http://www.hrmagazine.co.uk/static/thinkers-os#sthash.ZRIMQl3z.dpuf
HR Most Influential International Thinkers 2014
The writers and academics on the HR Most Influential International Thinkers list work on business models and innovation with important people management implications. They are advancing thinking on talent management and combine academic rigour with practical relevance. They are taking HR in new directions, such as neuroscience, while building the evidence base in older areas like change management. It’s these people that have the ear of HR directors today. - See more at: http://www.hrmagazine.co.uk/static/thinkers-os#sthash.ZRIMQl3z.dpuf
The writers and academics on the HR Most Influential International Thinkers list work on business models and innovation with important people management implications. They are advancing thinking on talent management and combine academic rigour with practical relevance. They are taking HR in new directions, such as neuroscience, while building the evidence base in older areas like change management. It’s these people that have the ear of HR directors today. - See more at: http://www.hrmagazine.co.uk/static/thinkers-os#sthash.cGCaXCXN.dpuf
HR Most Influential International Thinkers 2014
HR Most Influential International Thinkers 2014

Thursday, November 27, 2014

Vehicle Supply Chains in Humanitarian Operations: Decentralization, Operational Mix, and Earmarked Funding

BESIOU Maria, PEDRAZA-MARTINEZ Alfonso,
VAN WASSENHOVE Luk
Access the publisher's website
Production and Operations Management Journal 23, 11 (2014) 1950-1965

The work of international humanitarian organizations (IHOs) frequently involves operating in remote locations, decentralized decision-making, and the simultaneous implementation of development and disaster response programs. A large proportion of this work is funded by “earmarked” donations, since donors often exhibit a preference for the programs they are willing to fund. From extensive research involving qualitative descriptions and quantitative data, and applying system dynamics methodology, we model vehicle supply chains (VSCs) in support of humanitarian field operations. Our efforts encompass the often-overlooked decentralized environment by incorporating the three different VSC structures that IHOs operate, as well as examining the entire mix of development and disaster response programs, and the specific (and virtually unexplored) effects of earmarked funding. Our results suggest that earmarked funding causes a real—and negative—operational impact on humanitarian disaster response programs in a decentralized setting.

Act Like a Leader, Think Like a Leader

IBARRA Herminia
Act Like a Leader, Think Like a Leader Harvard Business Review Press (forthcoming)

Today’s breakneck pace of change has an immense impact on leaders—and as a result, on the organizations they run. All too often, people remain stuck in outdated mindsets and modes of operating, even after others recognize the need for change. Leaders need to learn to pivot even when there are no obvious signals guiding their way. Leadership expert Herminia Ibarra (INSEAD) upends traditional, introspective advice and says act first—and then change your way of thinking. In this unconventional book, Ibarra, one of the world’s foremost experts on leadership transitions, provides the first practical guide on how to change when you also need to lead. Defying standard leadership development guidance, which encourages deep self-reflection into strengths and weaknesses, this book shows that the most effective way to change is through action, not analysis, and by learning from experience, not introspection. In short, it will teach you to change from the outside in by first acting like a leader and then thinking like one. Based on Ibarra’s flagship executive education program at INSEAD, this book is for new and seasoned leaders alike who need to understand the new rules for success in their own organization, and in the global business environment at large. It’s the essential guidebook for anyone who wants to upgrade their role or be the leader their organization needs them to be.

Anchors Weigh more than Power: Why Absolute Powerlessness Liberates Negotiators to Achieve Better Outcomes

SCHAERER Michael, SWAAB Roderick, GALINSKY Adam D.
Anchors Weigh more than Power: Why Absolute Powerlessness Liberates Negotiators to Achieve Better Outcomes Psychological Science (forthcoming)

The current research shows that having no power can be better than having a little power. Negotiators prefer having some power (weak negotiation alternatives) to having no power (no alternatives). We challenge this belief that having any alternative is beneficial by demonstrating that weak alternatives create low anchors that reduce the value of first offers. In contrast, having no alternatives is liberating because there is no anchor to weigh down first offers. In our experiments, negotiators with no alternatives felt less powerful but made higher first offers and secured superior outcomes compared with negotiators who had weak alternatives. We established the role of anchoring through mediation by first offers and through moderation by showing that weak alternatives no longer led to worse outcomes when negotiators focused on a countervailing anchor or when negotiators faced an opponent with a strong alternative. These results demonstrate that anchors can have larger effects than feelings of power. Absolute powerlessness can be psychologically liberating.