Incentives Innovation Knowledge Management Management 
Michael Lee Stallard
JUNE 23, 2010
Leaders consciously or unconsciously lump employees into three categories: the “stars” consisting of those in management as well high potential employees, the much larger “core” made up of solid contributors, and the rest, employees whose contributions and fit with the organization are questionable. That might surprise some.
Harvard Business Review
OCTOBER 9, 2014
The free flow of workers between companies is central to economic growth and innovation. Yet employers are increasingly taking legal action to prevent former employees from using knowledge and skills learned on the job. Employees’ incentives to learn on the job are weaker if they cannot use that knowledge later in their careers.
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Harvard Business Review
DECEMBER 18, 2014
They may be technical, as in the engineering example, but they can also be managerial, as when an experienced manager has hard-earned skills in problem identification and solution, crucial relationships with customers, or a detailed understanding of how to innovate. If such knowledge leaves with retirees, it may be lost for good.
Harvard Business Review
JUNE 27, 2016
A large high-technology company had established an innovation center in one of their U.S. Managing Across Cultures. Sara Vaerlander, Bobbi Thomason, Brandi Pearce, Heather Altman, and I observed what happened after the innovation practices were shared with the company’s Indian and Chinese counterparts. It made sense.
Harvard Business Review
JANUARY 16, 2013
It's in areas of the company such as knowledge management, innovation, communication, and better integration with the supply chain. For example, if you make crowdsourced innovation a core capability, you have to integrate it with marketing functions that take care of customers. But that's a good thing.
Harvard Business Review
NOVEMBER 20, 2013
Follow the Leading Health Care Innovation insight center on Twitter @HBRhealth. Leading Health Care Innovation. Ultimately, the key to success is authenticity. Though social-capital building can be nurtured, it can’t be mandated. Our more detailed paper provides a framework organizations can use to begin building their social capital.
Harvard Business Review
SEPTEMBER 5, 2013
With scarcely any help from management, knowledge workers can increase their productivity by 20%. Yet here is the challenge you face as a senior executive: You cannot manage your knowledge workers in the traditional and intrusive way you might have done with manual workers. And who doesn''t want more hours in the day?
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