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Can "Nice Girls" Negotiate? - Conversation Starter - HarvardBusiness.org
"Although it may well be true that women often hurt themselves by not trying to negotiate, this study found that both men and women were more likely to subtly penalize women who did ask for more, the perception being that women who asked were "less nice." As one of the researchers, Hannah Riley Bowles, told the Post:
"What we found across all the studies is men were always less willing to work with a woman who had attempted to negotiate than with a woman who did not," Bowles said. "They always preferred to work with a woman who stayed mum. But it made no difference to the men whether a guy had chosen to negotiate or not."
My experience and this study indicate there can be a social cost when women negotiate. A cost that is consistent with the findings of psychiatrist Anna Fels: when we are giving something to someone else, we are feminine; when we are asking for something from someone, we are not.
When men ask for something, they are being proactive; when women ask, they are being pushy. It's a double standard to be sure, but it's also a double bind — if we don't ask, we don't get; if we do ask, we may be shunned. "
Enterprise 2.0: Finding success on the frontiers of social business | Enterprise Web 2.0 | ZDNet.com
As we’ll see, this is an intriguing case of a nascent business, social, and technology movement that seems to — despite some claims to the contrary — actually have had a rather humble and unheralded ascent while making surprisingly deep inroads in business including some higher profile successes. Make no mistake however, despite the apparent numbers, this is a movement that’s in its early days yet and which has years — if not a decade or more — before it has its largest impact.
Small Business and Small Business Information for the Entrepreneur
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Internet Evolution - The Big Report - Can Enterprise Social Networking Pay Off?
These apps aim to provide value in three ways. First, they can bridge geographical and organizational information divisions by moving conversations out of email and hallways and into shared spaces such as blogs and wikis. This way, information becomes searchable, serendipitous connections are made, and ideas pollinate in ways they couldn’t before. Communities of interest spring up around subject matter rather than organizational hierarchies. For instance, a hardware engineer in Ireland who experiments with open-source software in his spare time could link to a blog on Linux started by a software developer in Australia. Even though the hardware engineer isn’t part of the software development team, he could follow discussions and share ideas, some of which the dev team may find useful.
Snapshots from Davos: Seeking Opportunity in Crisis - Knowledge@Wharton
Annotated link http://www.diigo.com/bookmark/http%3A%2F%2Fknowledge.wharton.upenn.edu%2Farticle.cfm%3Farticleid%3D2153
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Paying company executives to act like self-interested agents of company owners unfortunately was too successful for its own good. It transformed professional managers into self-serving optimizers, more private opportunists than purpose-driven managers. Compensation committees should take heed, advised several participants, aligning executive pay in 2009 around stakeholder, not just stockholder, metrics. Executive raises, bonuses and options should be awarded for not only enhancing shareholder value but also improving workplace safety and reducing harmful emissions.
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Some company directors and executives have become too removed from clients and customers, too detached from front-line employees. In their isolation at the apex, argued one Davos speaker, those at the top did not hear the sub-prime rumblings below, nor did they see that corporate jets had become a detested symbol to Congressional inquisitors. More personal contact with all those who impact the company would better prepare executives to lead.
Half-a-Million Job Cuts: Is There a Strategy Behind the Layoffs? - Knowledge@Wharton
"Wharton's Cappelli says the key is to consider and pursue alternative arrangements first. It is difficult to believe that any company is really good at this process if they aren't also doing some other creative arrangements for cutting labor costs (wage
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Experts at Wharton and elsewhere argue that what companies are experiencing now is neither an indication of a transformation nor a blanket prognosis for the rest of the economy. Instead, they say, the job announcements highlight operational weaknesses and strategic issues that have been lurking under the surface for years. In the past, these were effectively concealed in the same way that weakness and instability in the capital system were hidden by the apparent boom in asset values. Now, the downturn has brought them to the forefront.
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the crisis is forcing many managers to focus only on the short term. "At least in the U.S., companies don't seem to be thinking about much beside the immediate impact. To some extent, this could be because of the pressure to manage operations to conform to quarterly performance expectations. It could also result from the fact that the negative effects of layoffs -- such as the long-term costs associated with hiring again in upturns; delays in getting performance back up; and morale [issues] -- are hard to track. And it also may result from the implicit assumption that the workforce is really a just-in-time resource -- that it will be easy to bring in new workers when business picks up.'
Nevertheless, the track record of companies that have gone through job cuts is terrible. "Virtually all studies show a decline in performance associated with layoffs,' Cappelli notes. "But the caveat is that layoffs are a proxy for the fact that companies which decide to do them are already in trouble. It is hard to sort the effect of the layoffs, per se, from the proxy effect.'
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Phanfare Blog: Andrew Erlichson » Underdogs drive innovation
I love that entrenched, successful players continue to miss disruptive opportunities. Entrenched players have so many advantages in terms of capital and brand. Disruptive technology levels the playing field, giving promise to the words in the Declaration
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