Wharton management professor Mike Useem's recent book on successful CEOs sparks ideas for finding inspiration within our own networks.
Research by assistant management professor Samir Nurmohamed reveals the advantages of being an underdog (or at least believing you’re one).
New research shows that both supervisors and employees can play important roles when it comes to enacting change.
A conversation with a Wharton professor made me think about these unique times — and time itself — differently
New releases by Wharton graduates (and faculty) include a guide to retiring, an in-depth look at U.S. health care, and a recounting of life at war.
Reforming regulations for ventures could make the entrepreneurial landscape more competitive.
Staff vacancies and the inability to grow add stress in already difficult times. But professor Matthew Bidwell sees opportunity in crisis.
Pharma executive Mahesh Karande WG01 has managed through three major existential challenges in developing countries. He shares advice for navigating the coronavirus pandemic.
The latest research and insights from Knowledge@Wharton
Managers can learn from the research of Wharton professors to avoid a hiring disaster.
A new study examines whether online courses are enough to enact systemic change in the workplace.
It's not a course change. It's a radical reinvention—and it could save your company.
The messages leaders convey can be powerful motivators, but not all are created equal.
Putting these tips into action can lead to better workplace discussions and a healthier office environment.
Research suggests we may be biased against hiring internal candidates. Let’s consider the reasons why.
Management professor Matthew Bidwell cuts through the conventional wisdom on when (and why) a new job is a good idea.