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HOT TOPICBALANCE

THE HUMAN-COMPUTER

PARTNERSHIP HIGH PERFORMANCE IDEASThe latest ideas and fresh thinking from around the worldP. 06

HOT TOPICA key topic for management executives right nowP. 03

CORE CAPABILITY IDEASResearch, intelligence and new findings on innovation capabilitiesP. 09

M AY 2 0 1 7

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Balance the Human-Computer Partnership to Enhance Creativity

Computers are great at processing, storing and letting you search through huge amounts of information, but not so great (yet, anyway) at empathy, emotion, and being creative without human assistance. Digital tools offer the potential to exploit a range of different media or share information with people who can’t physically join a brainstorming session, but do these advantages out-weigh the potential downsides, including the time needed to learn new tools and their operational requirements. In today’s world, where digital tools are pervasive and ever changing, this month’s Hot Topic explores the blend between human and computer and the digital tools that will help rather than hinder your creative and innovation processes.

We hope you enjoy it,

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When it comes to creativity, problem solving and idea generation, two ways of thinking are commonly cited: namely divergent and convergent thinking strategies.

The two modes of thinking are very different but are both very useful for different parts of the creative process. Today, digital tools are available to support both ways of thinking and to put those tools to best use, it is first crucial to understand the mechanisms behind them. Which mode of thinking could new digital tools enhance, or constrain?

The term “divergent thinking” refers to that strategy of solving problems where a single question returns multiple answers, and though the answers vary considerably, all answers are of equal value. In other words, this is the kind of thinking that opens up and increases the amount of possible solutions. Convergent thinking is the opposite of divergent thinking. It generally means the ability to give the "correct" answer to standard questions that do not require significant creativity. In other words, this is a kind of thinking that narrows down and concentrates on finding out the single best or correct solution to a problem.

"Real creativeproduction needs

both divergent thinking and

convergent thinking, and not

just the former"

RESEARCH: IDEA GENERATION: DIVERGENT VS. CONVERGENT

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HOT TOPIC:

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DEEP DIVE: LEARN TECHNIQUES BEHIND IDEA GENERATIONFurther your understanding of the Hot Topic at the KnowledgeBrief Advanced Management Platform. www.knowledgebrief.com/login

Technique content provides management executives with a brief but comprehensive overview, focusing on business application, highlighting implementation steps and success factors.

Convergent and divergent thinking are both important for creativity

Brainstorming Group Dynamics Deming Wheel

Divergent thinking

Typically occurs in a spontaneous, free-flowing manner, where many creative ideas are generated and evaluated.

Multiple possible solutions are explored in a short amount of time and unexpected connections are drawn.

Most effective as brainstorming, free writing and creative thinking at the beginning of problem solving. Bubble mapping, creating artwork, maintaining a journal, subject mapping, devoting some time to meditation and thinking, and building lists of questions are all examples of activities that trigger divergent thinking.

Convergent thinking

Logic thought flow, pattern recognition, the capacity to solve problems and testing knowledge.

Ideas and information are organised and structured, focused on coming up with the single, well-established answer to a problem.

Emphasises speed, accuracy, and logic in decision making processes. Best suited for situations characterised by a readily available answer that just has to be worked out. A vital facet of convergent thinking is that it culminates in one best answer, meaning there is no chance for ambiguity.

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Sources: Cropley, Arthur (2006). "In Praise of Convergent Thinking". Creativity Research Journal. 18 (3): 391–404; Lundsteen, Sara. "Critical Thinking in Problem Solving: A Perspective for the Language Arts Teacher". Retrieved 1 April 2012; Chamorro-Premuzic, Tomas (2008). "Effects of Personality and Threat of Evaluation on Divergent and Convergent Thinking". Journal of Research in Personality; McCrae, R (1987). "Creativity, divergent thinking and Openness to Experience". Journal of Personality and Social Psychology. 52 (6): 1258–1265; Burkus, D. (2015) 3 ways leaders accidently undermine their teams’ creativity, HBR, 07 Jul

The creative process can seem complicated, making it difficult to capture simply. However, in all creative processes a number of possible ideas are created (divergent thinking) before refining and narrowing down to the best idea (convergent thinking).

Research has mapped this process represented by a diamond shape. The Double Diamond indicates that this happens twice – once to confirm the problem definition and once to create the solution. One of the greatest mistakes is to omit the left-hand diamond and end up solving the wrong problem.

Research has explored how personality correlates to convergent and divergent thinking. Results show that two personality characteristics, namely Extraversion and Openness, are seen to make possible divergent thinking. Openness analyses intellectual curiosity, artistic interest, originality, liberal attitudes, and imagination. However, interestingly no specific personality characteristics were found to be associated with convergent thinking. This implies that all people irrespective of their personality can engage in the convergent manner of thinking.

CHECKLIST: IMPLEMENT THE ‘DOUBLE DIAMOND’ STRATEGICALLY IN YOUR CREATIVE PROCESSES

KnowledgeBrief Hot Topic

Action point: Place your strengths and weaknesses in the double diamond creative process. What actions might you need to take to strengthen either your divergent thinking and/or convergent thinking?

SOLUTIONPROBLEM DeliverSolutions that work

DevelopPotential solutions

DefineThe area to focus on

DiscoverInsight into the problem

ProblemDefinition

DesignBrief

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1 Improve “choice intervention” by translating attributes into

the language of the receiver. A new concept of choice architecture, called “signpost strategy”, is exploring how different attributes appeal to different groups. For example, car fuel economy can be expressed as fuel efficiency: “miles per gallon”, fuel cost in pounds, or tons of greenhouse gases emitted. Each expression can serve as different decision “signposts” to different people and appeal to specific groups. The possibility of activating pre-existing objectives that are aligned with societal goals makes signposts an interesting tool for policy makers as well as in business. (SSRN)

2 Investors are changing the game for start-ups. A new

investment strategy has evolved, where early stage investors provide a little funding and limited governance to a number of start-ups, most of which they abandon after their initial investment. The strategy is referred to as “spray and pray”, and particularly seen in the financing of software and service oriented start-up ventures. Typically, venture capital investors play a central role in monitoring and

governing new ventures through a successful exit. The new investment approach is a significant shift away from the traditional ‘governance’ in the early stages of a venture’s life. New research indicates this value-added role of venture capital investors may have fallen at precisely the point in the start-up’s lifecycle that value-add is needed the most. (SSRN)

3 Emphasise function over sentiment to better appeal

to consumers. Consumers today act more recklessly with their current products when in the presence of appealing, though not yet attained, product upgrades. According to research, this carelessness and neglect toward currently owned products stem from a desire to justify the attainment of upgrades without appearing wasteful. It seems marketers face the complex dilemma of encouraging product and brand attachment in order to drive choice while, at the same time, persuading owners not to hang on to owned products for “too long”. For example, IKEA’s television commercial “Death of a Lamp” encourages consumers to disregard their sadness when

replacing an old but functioning lamp, which they feel attached to, with a newer one. This study has clear relevance for actual consumer behaviour showing that emphasising function over sentiment may be especially useful when done in comparison to upgrades. (HBSWK)

4 Acquire both the customers and the services on a

two-sided platform. Getting the first customer is a classic chicken-and-egg problem; which one do you find first, the customer chicken or the service egg? A study based on the most successful start-ups defines three lessons: (1) Think like a customer: Identify where you would go if X didn’t exist and poach the customers using the service. (2) Create a better experience: Get the supply side first; the customers will experience high-quality service and do the marketing for you. Rather than starting out with Uber Pool or Uber X, Uber ensured a great experience by starting with black cars driven by professional drivers. (3) Launch in situations of high demand and low supply: Uber researched which cities had the biggest discrepancy between

The latest thinking and fresh research from around the world

FOR HIGH PERFORMANCE:

THE INNOVATION EDGE

NEW IDEAS

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supply and demand for taxis. They then launched during times when that demand was likely to be the highest, for example, during the holidays when people tend to stay out late partying. (HBSWK)

5 London must counter the impact of new borders on

creativity. London is an innovative powerhouse. However, ideas travel with people and the easy flow of people in and out of London have so far increased the global impact of local ideas. If Brexit limits this, companies will have to find new ways to compensate: (1) Connect to other hubs. Companies can connect to other creative hubs – for example, San Francisco, Berlin, Tel Aviv – to compensate for potentially lower rates of creative mixing in the UK. Set up subsidiaries in other key cities. Or connect virtually to talent. Creativity is not physically bound. (2) Go niche, if you can. Being a specialist can be more important in some fields. But the conditions are specific: “You have to be in a fast-moving industry. You have to be leading the way.” (LBSR)

6 Pursue cognitive innovation to deepen and broaden human

capabilities. Imagine a corporate lawyer who, during a due diligence effort, does not have to rely on the days or weeks of manual labour by outside companies and team paralegals to sift through mountains of documents. Instead, a system learns from those individuals about what is important in this case, ingests thousands of documents, and then makes recommendations about where best to focus, saving time and money. This and many other real-life experiences are becoming more prevalent. However, in a survey of 6,050 C-suite executives worldwide, cognitive innovators represented approximately 10%. This group invest twice as much on cognitive technologies than others. They expect significantly higher returns from such investments and they also expect to

create three times as much business value from cognitive computing than their peers. In comparison, 90% of executives might want to consider immediate action in pursuit of cognitive innovation. (OE)

7 Rethink how to cooperate within supply chains. A new

study indicates a lack of strategic positioning of the procurement function within supply chains. Many organisations see procurement as a tactical weapon to be used simply for purchase price reduction. In other words, organisations perceive their competitive advantage driven by market pricing. However, the study indicates that in conditions of power based interdependence between buyer and seller, only searching for competitive advantage doesn’t necessarily strengthen cooperative relationships. Rather, it develops the metaphor of the ‘T-Shaped’ buyer, who adopts an adversarial commercial approach while concurrently promoting limited operational collaboration. (GCU)

8 Entering multiple industries will no longer be a drag

on operations in manufacturing. Digital technology is about to upend the manufacturing economy. Big data analytics, cloud-based mobility, 3-D printing, and machine learning are combining to make complexity manageable and generate economies of scope rather than scale. Manufacturers will be able to

operate in much broader areas than the more targeted manufacturers of today. One could imagine, for example, “General Metals”, a company with underlying expertise in metal 3-D printing, which would be something like a combination of General Electric, General Motors, and General Dynamics, competing in industries from medical equipment to cars and airplanes. Expanding the boundaries of what a company can handle introduces new sources of advantage. (SMR)

9 Ease the burdens of middle managers to increase revenue.

Many middle managers experience a complicated relationship with power, alternating between relatively high and relatively low power interaction styles. Humans are notoriously inefficient when it comes to task switching and it is psychologically challenging to disengage from a task that requires one mindset and engage in another task that requires a very different mindset. Yet, a large-scale analysis of the computer game industry shows that the behaviour of middle managers account for 22.3% of the variance in revenue. It is critical for organisations to understand the unique psychological pressures that are faced by middle managers, along with strategies for easing the burdens that come along with their structural positions. (AOM)

"Analysis of the computer game industry shows that the behaviour of middle managers account for 22.3% of the

variance in revenue"

View full source references in KBProfessional

KnowledgeBrief Innovation Edge

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and products to find the right market often did the best. Also, those who followed the herd into perceived hot markets, or “consensus” entrants, were less viable in the long run than those who made “non-consensus” choices by defying common wisdom and entering markets that were regarded as riskier. That has clear implications for business leaders. Leaders need to ask if the people who report to them are being quiet about their non-consensus ideas. If the answer is yes, then a leader must wonder what that says about their leadership if people are afraid to suggest counterintuitive strategies. (SBI)

12 Encourage executives to nurture and use individual

ties. It’s not unusual for professional service companies, as they grow and mature, to emphasise formal processes and de-emphasise personal interactions between employees and clients. But according to a new study, organisations are putting themselves at a disadvantage by doing so. Managers who invest primarily individual resources, their own knowledge and experience, in their professional relationships, perform better in terms of new business and new knowledge growth. They are more exposed to a greater diversity of information, have greater autonomy vis-à-vis the company, and their contacts are more willing to provide resources in return. Even though this may place the companies at a greater risk of losing clients if an executive should leave, and give executives more leverage when bargaining for position or salary, the overall benefits to the company outweigh these vulnerabilities. (IK)

13 The next cyberattack could come from sound waves.

Researchers have found a new way of using sound to interfere with devices containing accelerometers. This could, for example, be devices for measuring acceleration such as navigation systems or around medical equipment and healthcare applications, such as in pacemakers. The findings that accelerometers can be affected by sound will come as a shock to many manufacturers. More sensitive devices, such as medical equipment and those used in critical infrastructure, will need more rigorous testing to see how they respond in the face of a range of side-channel attacks. (CON)

14 Focus on the human experience to consistently

unlock value from digital investments. Based on an exhaustive analysis of data, Oxford Economics emphasises the human experience as the deeper meaning of Digital IQ. In the survey, the top performing companies resource digital projects with cross-functional teams of business, technology, and user experience specialists, and they use agile methodologies for the majority of non-software projects. Creating better customer experiences is a top expectation from digital investments. In the most basic sense, people have been the missing variable in the digital transformation equation. Companies must pursue a more balanced approach to digital transformation that’s equal parts business, experience, and technology. (OE)

10 Increase productivity, profitability, and innovation

by structured management practices. A survey of 30,000 manufacturing plants shows that those with more structured management practices have greater productivity, profitability, and innovation. Four causal “drivers” seem to influence corporate style and substance: (1) Product and market competition: Tougher competition is significantly correlated with more structured management practices; policies intensify when competition increases. (2) National regulations: Regulations make it easier for companies to increase structure by linking hiring, firing, pay, and promotion to employees’ ability and performance. (3) Learning spillovers: For example, the arrival of large plants will impact the management, employment, and productivity of pre-existing manufacturing companies in an area. (4) Education: There is a direct link between better-educated employees and structured management practices. (SMR)

11 Connect the dots looking backward. Humans are bad at

predicting, but great at “retrospectively rationalising” to explain why a business or product succeeded or failed. A study investigating entrepreneurial success rates by researching the early choices showed that entrepreneurs who were willing to adapt their vision

“Creating better customer experiences is a top expectation from digital

investments”

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Research, intelligence and new findings on innovation capabilities

15 Understand how gamification impacts the

long term. In the academic realm, several studies in various contexts have shown that gamification can be an effective approach to increase motivation and engage users. However, it has also been predicted that a majority of gamification implementations are doomed to fail due to poor understanding of how to successfully design gamification. Business practitioners should explore long-term effects; how gamification can be implemented in a sustainable and profitable way. (JBR)

tag Strategy

16 Identify influential network members to improve seeding

strategies. In line with the assumption that connections between customers in social networks are either present or absent, previous research has generally recommended to seed network members who are well-connected. A new study takes into account the relative influence of different relationship characteristics on product diffusion. The importance of connections between customers varies substantially depending on the relationship’s

characteristics. Results showed that this approach increased the reach by up to 10% in the first empirical application and up to 92% in the second. (AMA)

tag Strategy

17 Bring team members to bear on the task to share

unique knowledge. Research shows that the simple act of ensuring that uniquely-held information is discussed presents a great challenge for many teams. Rather, experiments show that team members tend to discuss common knowledge rather than unique knowledge, even if the unique knowledge is crucial to their team’s endeavour. This means, without focused effort to ensure the inclusion of unique knowledge, organisations are not going to reap the benefits of the diverse knowledge of cross-boundary teams. (SSRN)

tag Strategy

18 Building close connections with someone from another

culture can enhance creativity. A big part of creativity is understanding that the same forms can have multiple functions. Intercultural experiences do this; it helps people learn that the

same situation can be viewed from a completely different perspective. An important finding in a new study, however, is that not all intercultural experiences have the same effect on creativity. For example, people who have lived abroad have an increase in creativity, but travelling abroad has very little effect. People looking to improve their creativity should push themselves, not merely to observe differences but to explore why they exist. (CBS)

tag Culture

19 Find out what kind of workplace gives you the

best chance to do great work. It is important to find a company, organisation, or team with a workplace that’s right for you. New research has identified four distinct types of workplaces: (1) The company as a community. Conveys an all-for-one, one-for-all spirit in which trust, teamwork, and peer-to-peer loyalty are bedrock principles. (2) A constellation of stars. A collection of hard-driving, fiercely competitive individuals who measure their success against personal goals, and even against one another. The ethos is sink-or-swim. (3) Not just a company, a cause. Employees worry

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23 Six things every mentor should do. (1) Choose

mentees carefully. A mentee should be curious, organised, efficient, responsible, and engaged. Look for these traits by testing prospective mentees. (2) Share responsibility with others. The myriad of skills and knowledge needed in business are difficult to acquire from a single individual. (3) Establish clear ground rules. Clarify what your mentee expects from the relationship, match it against your expectations, and reach consensus. (4) Intervene early to keep the relationship on track. It’s not uncommon for mentors and mentees to have a falling out. (5) Don’t commit mentorship malpractice. For example, to take credit for your mentees’ ideas or to handcuff your mentee to your timeline. (6) Prepare for the transition. Good mentors make this process conscious, discussing challenges and satisfactions of mentorship with mentees. (HBR)

tag Leadership

24 Increase cooperation and trust by moral judging. A

new study focuses on how costless expressions of liking or disapproval can affect individual behaviour in groups. In addition, it investigates how moral judgments compare with monetary sanctions. Although both conditions resulted in a similar level of cooperation, the groups that used money to punish each other’s unwanted behaviours led to instances of recrimination. Groups that used moral judgments showed lower rates of retaliation and higher levels of generosity, trust, and trustworthiness. These findings suggest that the motivation to see ourselves, and be seen by others, as moral actors can be every bit as motivating as the drive to maximise material profit. (SBI)

tag Process

less about individual triumphs and more about their collective impact. There is a willingness to make sacrifices. (4) Small is beautiful. Certain people are at their best in environments that are easy to navigate, where there are few obstacles between ideas and action, where a sense of urgency defines the pace of life. Human scale matters more than massive revenue and big market share. (HBR)

tag Culture

20 The dynamics of strategic groups between companies

can be good for business. A new study has investigated how companies form a strategic group identity that shapes both competitive and cooperative behaviours among its members. The results show three surprising consequences: (1) existing members of the strategic group help new companies enter the market; (2) resource scarcity leads to cooperation, not competition; and (3) when competition does emerge, it focuses on status within the group and not on price. (ASQ)

tag Culture

21 Help team leaders find the balance between their own

networking needs and those of their team. In addition to managing the team, a leader also has other aims, such as furthering his or her own career.

Solving the dilemma would imply that the leader actually goes against his or her own interests from time to time. Organisations can act to ensure that leaders and their teams are both successful through three levers: (1) Hire and promote managers who make the success of the team their own success. (2) Cultivate a culture that fosters collaboration. Team leaders should understand when there is a problem and make it their duty as a manager to solve social dilemmas, even if it goes against their own best interests. (3) Align the leader’s incentives to reflect the success of the team. (IK)

tag Leadership

22 Conveying warmth can be powerfully effective. Just

as it pays to consciously demonstrate competence, for example, by accepting challenging projects, or solving an issue without being asked, it helps to be more proactive, even strategic, about expressing warmth. A study looking at 50,000 managers has found that a leader’s overall effectiveness is predicted more by warmth than competence. A good leader will learn to convey high competence and high warmth. The key is to become aware of your perceived warmth and take steps to manage that perception whenever possible. (KI)

tag Leadership

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Business SCAN May 2017

KnowledgeBrief Innovation Engine

Increase Decrease No change

FTSE

RPIJ

CPI

PPI (Output)

Retail Sales

GDP (Latest)

Industrial Production (Latest)

Manufacturing (PMI)

Service (PMI)

Construction (PMI)

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Business confidence (Manufacturers)

Unemployment rate

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Manufacturing companies’ net rate of return

Service companies’ net rate of return

7,250

+3.1%

+2.3%

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+1.7%

+1.9%

2.8%

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55.0

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1.256

140.8

1.18

1.29

2.0%

1.8%

102.2

110.6

+4.7%

-7

12.4%

12.7%

17.7%

KEY INDICATORS2nd May 201725 Harness computers as a

creative tool to enrich, not replace. Based on an analysis of hundreds of successful musicals, an artificial intelligence co-wrote a piece of musical theatre, from the storyline to the music and lyrics. Music is part of a rich cultural context that stretches back into the past, bound to the traditions of the culture in which it arises. AI, on the other hand, has no culture, no traditions. However, to evaluate the AI’s compositions, folk musician experts were consulted. They found interesting features and some patterns that are unusual but work well within the specific style of folk music. Perhaps there are regions of this musical space that humans have not yet discovered – and can be reached with the help of a machine. (CON)

tag Process

26 Speak out by knowing what to say, how, when,

and to whom. Speaking truth to power requires attention to five intimately related questions: (1) How much do you believe in your own opinion? (2) Do you have a realistic grasp of the consequences of speaking up? Include the counter-argument: what are the long-term consequences to you and others of staying silent? (3) How will what you have to say affect the political games being played in the organisation? (4) What are the social rules that govern how you speak up and how you are listened to? (5) What is the most skilful way of speaking up in order to be heard? (HBR)

tag Process

27 You are being observed, too. Several studies show

that people incorrectly believe that they observe others more than other people observe them. Researchers call this mistaken belief the “invisibility cloak illusion”. The illusion persists both among strangers in the same vicinity and among friends interacting with one another. What is interesting is that it cannot be explained away as yet

another general better-than-average bias nor is it the result of believing one has more thoughts, in general, than do other people. The illusion is simply supported by a failure to catch others watching oneself and it is manifest in the specific contents of people’s thoughts about one another. (APA)

tag People

28 Look back to reflect and plan forward. Tell an

attentive listener whom you scarcely know: the what, why and how of your life journey to now. Draw a life-line that maps out your key dates, events, relationships, roles and feelings over time. The mere act of doing this will give you part helicopter view and part re-immersion into the tangle of your past. Moreover, it raises important questions and clarifies choices, and new perspectives will come from the now and from your view of the future. Doing this exercise, you might be surprised on two counts. First, by the emotions you will experience yourself. Second, you’ll be surprised by the positive impact your narrative has on your listeners, no matter how “ordinary” you think your story is. (LBSR)

tag People

29 Learn to treat people how they – not you – would

like to be treated. In an interaction, your brain is giving you all kinds of explanations and judgments about the other person. But do your filters match what the other person’s filters are telling him or her? A recent study shows that between 95% and 99% of people have a significant gap between where they think they are versus where they actually are in their level of competence in interacting with other types of people. Often, we are, with good intentions, trying to treat others as we want to be treated ourselves. But we need to realise, it is our impact on others that decides our effectiveness, not our intent. The key is to work out the filters of this other person. (KaW)

tag People

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ACM Association for Computing Machinery ADHR Advances in Developing Human

Resources AL Accenture LabsAMA American Marketing AssociationAMD Academy of Management DiscoveriesAMJ Academy of Management JournalAMP Academy of Management PerspectivesAPA American Psychological AssociationAR Accenture ResearchASQ Administrative Science QuarterlyBB Bloomberg BusinessweekBBC BBC NewsBCC British Chambers of CommerceBI Business InsiderBITC Business in the CommunityBIR Business Information Review BJM British Journal of ManagementBPCQ Business and Professional

Communication QuarterlyBPR Business Perspectives and Research BQ Benefits QuarterlyC The Conversation CBS Columbia Business School CBR Compensation & Benefits Review CEER Centre for European Economic Research CfL Centre for London CGR Corporate Governance: An International

Review CIO CIO Magazine CIPD Chartered Institute of Personnel and

Development CIPS Chartered Institute of Purchasing and

Supply CMA Competition & Markets Authority CMI Chartered Management Institute CMR California Management Review CON The ConversationDSEL Developments in Business Simulation

and Experiential Learning E The Economist EBR European Business Review EC European Commission EFTA European Free Trade Association EIU Economist Intelligence Unit Ent Entrepreneur EMJ European Management Journal ET Economic Times ETP Entrepreneurship: Theory & Practice F Forbes FC Fast Company FD Financial Director FT Financial Times

FTC Federal Trade Commission FTN Fortune G The Guardian GCU Glasgow Caledonian UniversityGNR Global Business Review GOM Group Organization Management GOV UK Government GSCI Global Supply Chain Institute GSJ Global Strategy Journal HBR Harvard Business Review HBSWK Harvard Business School Working

Knowledge HR Human Relations HRDR Human Resources Development Review HRM HR Magazine HRMJ Human Resource Management Journal HRPS HR People + Strategy I The Independent IBM IBM Research IBT International Business Times IJBC International Journal of Business

Communication IJDG International Journal of Disclosure and

Governance IJHRM International Journal of Human Resource

Management IJSCM International Journal of Supply Chain

Management IK INSEAD Knowledge ILR Industrial and Labor Relations Review IW Industry Week JABS Journal of Applied Behavioural Science JASP Journal of Applied Social Psychology JBE Journal of Business Ethics JBR Journal of Business Research JCP Journal of Consumer Psychology JCR Journal of Consumer Research JFE Journal of Financial Economics JHM Journal of Health Management JIE Journal of Interdisciplinary Economics JIM Journal of Intelligent Manufacturing JLOS Journal of Leadership & Organizational

Studies JMR Journal of Marketing Research JMS Journal of Management and Strategy JoA Journal of Accountancy JoAP Journal of Applied Psychology JoIM Journal of International Marketing JoM Journal of Marketing JoOM Journal of Operations Management JOOP Journal of Occupational and

Organizational Psychology

JPSM Journal of Purchasing & Supply Management

JPSP Journal of Personality and Social Psychology

JSCM Journal of Supply Chain Management JSR Journal of Service Research KaW Knowledge@Wharton KI Kellogg Insight L The Lawyer LBS London Business School LBSR London Business School Review LGA Local Government Association LI The Lauder Institute MCA Management Consultancies Association MI Marketing Insights MQ McKinsey Quarterly MS Management Science MT Management Today NYT New York Times OE Oxford Economics OECD Organisation for Economic Co-operation

and Development OPR Organizational Psychology Review PAR Public Administration Review PF Public Finance PM People ManagementPR Personnel Review PUK Parliament UK RES Review of Economic Studies SBI Stanford Business Insights SBS Saïd Business School SCS Supply Chain Standard SCMR Supply Chain Management Review SEJ Strategic Entrepreneurship Journal SMJ Strategic Management Journal SMR MIT Sloan Management Review SO Strategic Organization SSRN Social Science Research Network SU Stanford University T The Telegraph TCN Tech Crunch Network TJ Training Journal TR TechRepublic TS Third Sector W Wired WaW Wharton@Work WCER Wisconsin Center for Education Research WEF World Economic Forum WSJ Wall Street Journal WTO World Trade Organization YG YaleGlobal 99U 99U