case study journal in management

IIUM Journal of Case Studies in Management

About the journal.

Aim and Scope of the Journal

The IIUM Journal of Case Studies in Management is an internationally refereed journal published twice yearly ( January & August ) by the Kulliyyah of Economics and Management Sciences, International Islamic University Malaysia.

The journal promotes case studies in the  field of management.  However, the editorial committee may receive a case study that is superficially related to “management” (MG), whereas its contents are directly related to another discipline. For example, a case study on “Financial Management” (FM). It is more linked to finance than management because the case contains a core issue on finance or financial management, not management. The word “management” in FM does not change the FM discipline to MG. FM is not MG, and vice versa but the two disciplines can be inter-related. To make the FM case fit the journal, the case author must reshape it towards “management” although the core issue of finance or FM remains.  

The same explanation can be offered, for instance to “Marketing” or “Marketing Management” (MM). The word “management” in MM does not change the discipline of MM to MG. To make the MM case fit the journal, the case author must reshape it towards “management” although the core issue of marketing or MM remains.  

Case studies provide certain educational objectives. While academic papers are more inclined towards enhancing knowledge and understanding in the areas, case studies inculcate applied-based learning and the acquisition of (problem-solving and decision-making) skills. In management, textbooks normally publish decision-making or problem-solving case studies.

The cases can be used by instructors, trainers, coaches, and students in certificates, diploma, bachelor, master’s in business administration, business management, or similar programmes. They may also be used for training and executive development. 

Authors are highly encouraged to submit cases that deal with management issues in the Asia-Pacific region.

Currently Indexed by: Google Scholar;  i-Journals; i-Focus; MyCite.

Publication Charges: There are no charges for submission of a manuscript as well as no charges for article processing or publication.

Ethical Statement: The manuscript must represent the original work by the author(s). None of the material should be covered by any copyright; if copyrighted material exceeds approximately 100 words from a journal article or approximately 500 words from a book, the author has to obtain written permission for its use. Further, this work should not infringe any intellectual property rights/secrecy laws of any person/organization/government/public or private agency, nor should it contain any defamatory matter.

IIUM Press does not bear any responsibility for verifying copyright permissions provided by the author. Any breach of copyright laws will result in retraction of the published manuscript  as well as reporting to relevant authorities in the authors' institutions.

Privacy Statement: The names and email addresses entered in this journal site will be used exclusively for the stated purposes of this journal and will not be made available for any other purpose or to any other party.

Disclaimer : Opinions expressed in articles and creative pieces published in this Journal are those of the authors and do not necessarily reflect the views of the editors, the editorial board or the publisher.

Current Issue

The theme in this issue explores the impact of leadership dynamics and innovative methods on the long-term success of organisations in the changing digital environment. The provided instances provide valuable insights into several industries, showcasing the difficulties and successes that firms have while dealing with shifts in leadership, technical progress, and market disturbances. The main subjects covered are leadership styles, changes in management, digital transformation, resilience, and the impact of community and ethical behaviours on company success.

The Leadership role – Twitter’s Ups and down since 2006 change in leadership

Innovation in digital organizations – case study of nykaa digital organizations, smacking to increase productivity: changing the narratives of asnaf entrepreneurs from myjana 2023 project, navigating turbulence: the resilient journey of rz aviation in the face of global challenges, effective marketing turnaround strategies in pisb, lost in the claws, are auditors gratified with the efficient assistance from artificial intelligence, nurturing humanity in the halls of rbb enterprise, tawakkal resilience in perniagaan sejuk beku keluarga, salmah's entrepreneurial journey with passion, faith, and community support, crisis in a cup: managing the mie sedaap recall and rebuilding trust, full articles of iium journal of case studies in management volume 15 number 2 august 2024, editorial note.

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Top 40 Most Popular Case Studies of 2021

Two cases about Hertz claimed top spots in 2021's Top 40 Most Popular Case Studies

Two cases on the uses of debt and equity at Hertz claimed top spots in the CRDT’s (Case Research and Development Team) 2021 top 40 review of cases.

Hertz (A) took the top spot. The case details the financial structure of the rental car company through the end of 2019. Hertz (B), which ranked third in CRDT’s list, describes the company’s struggles during the early part of the COVID pandemic and its eventual need to enter Chapter 11 bankruptcy. 

The success of the Hertz cases was unprecedented for the top 40 list. Usually, cases take a number of years to gain popularity, but the Hertz cases claimed top spots in their first year of release. Hertz (A) also became the first ‘cooked’ case to top the annual review, as all of the other winners had been web-based ‘raw’ cases.

Besides introducing students to the complicated financing required to maintain an enormous fleet of cars, the Hertz cases also expanded the diversity of case protagonists. Kathyrn Marinello was the CEO of Hertz during this period and the CFO, Jamere Jackson is black.

Sandwiched between the two Hertz cases, Coffee 2016, a perennial best seller, finished second. “Glory, Glory, Man United!” a case about an English football team’s IPO made a surprise move to number four.  Cases on search fund boards, the future of malls,  Norway’s Sovereign Wealth fund, Prodigy Finance, the Mayo Clinic, and Cadbury rounded out the top ten.

Other year-end data for 2021 showed:

• Online “raw” case usage remained steady as compared to 2020 with over 35K users from 170 countries and all 50 U.S. states interacting with 196 cases.
• Fifty four percent of raw case users came from outside the U.S..
• The Yale School of Management (SOM) case study directory pages received over 160K page views from 177 countries with approximately a third originating in India followed by the U.S. and the Philippines.
• Twenty-six of the cases in the list are raw cases.
• A third of the cases feature a woman protagonist.
• Orders for Yale SOM case studies increased by almost 50% compared to 2020.
• The top 40 cases were supervised by 19 different Yale SOM faculty members, several supervising multiple cases.

CRDT compiled the Top 40 list by combining data from its case store, Google Analytics, and other measures of interest and adoption.

All of this year’s Top 40 cases are available for purchase from the Yale Management Media store .

And the Top 40 cases studies of 2021 are:

1.   Hertz Global Holdings (A): Uses of Debt and Equity

2.   Coffee 2016

3.   Hertz Global Holdings (B): Uses of Debt and Equity 2020

4.   Glory, Glory Man United!

5.   Search Fund Company Boards: How CEOs Can Build Boards to Help Them Thrive

6.   The Future of Malls: Was Decline Inevitable?

7.   Strategy for Norway's Pension Fund Global

8.   Prodigy Finance

9.   Design at Mayo

10. Cadbury

11. City Hospital Emergency Room

13. Volkswagen

14. Marina Bay Sands

15. Shake Shack IPO

16. Mastercard

17. Netflix

18. Ant Financial

19. AXA: Creating the New CR Metrics

20. IBM Corporate Service Corps

21. Business Leadership in South Africa's 1994 Reforms

22. Alternative Meat Industry

23. Children's Premier

24. Khalil Tawil and Umi (A)

25. Palm Oil 2016

26. Teach For All: Designing a Global Network

27. What's Next? Search Fund Entrepreneurs Reflect on Life After Exit

28. Searching for a Search Fund Structure: A Student Takes a Tour of Various Options

30. Project Sammaan

31. Commonfund ESG

32. Polaroid

33. Connecticut Green Bank 2018: After the Raid

34. FieldFresh Foods

35. The Alibaba Group

36. 360 State Street: Real Options

37. Herman Miller

38. AgBiome

39. Nathan Cummings Foundation

40. Toyota 2010

The CASE Journal

• Submit your case
• Author guidelines
• Editorial team
• Indexing & metrics
• Competitions
• Calls for cases & news

Guidelines for authors

We welcome cases written about real people, in real organisations, who have to make real decisions. Cases can be developed from primary data and/or secondary data. Cases can have some information disguised which will need to be outlined in your research methods section in the teaching note, and the real individuals and/or company need to provide consent for the publication of the disguised case. We do not publish fictional cases.

Before you submit your case and IM, Compact Case and Teaching Note, industry note, technical note, critical incident or article to The CASE Journal , please check that your submission complies with the following:

• Do not include a synopsis or abstract – save it for the instructors’ manual.
• The case must be factual : that is, using real people, real companies, real situations – no composites. You may disguise the company and individuals involved (note that on the first page of the case), but this does not relieve you of the responsibility for obtaining a release.
• All cases must be written in the past tense , except for direct quotes. Cases written in the present tense will be returned without review.
• Cases do not have to have a decision focus; illustrative, descriptive, and analytical cases are welcome at The Case Journal.
• Use 1” margins, single spacing, and clearly numbered exhibits or appendices. Number all tables, appendices, attachments, illustrations, exhibits, maps, and other sorts of ancillary material sequentially, using the generic “Exhibit” as the identifier.

Case study writing guide

Instructors' manual

The instructors' manual should contain the following information (at minimum):

• Include an appropriate synopsis describing the context of the case, the dilemma being faced, and the discipline the case is relevant for.
• Detail a set of teaching objectives appropriate for the stated target audience.
• Provide a research methods section that details the types of data used to develop the case.
• Include a 90-minute multi-media teaching plan, including suggested classroom facilitation questions and activities.
• Include a set of assignment questions with exemplary answers that align with the teaching objectives, and relate to the dilemma being faced in the case.
• Use recent literature, theory, or research findings to analyse the case study and provide model answers to the assignment questions.
• Include a specific set of instructions as to how this case can be used in a live environment and the ways in which an educator might want to consider adapting the teaching plan to use it in this way.
• You are welcome to include an epilogue of the case, of what really happened, if known.

Compact Cases

The CASE Journal publishes Compact Cases designed to provide sufficient information to motivate student learning, illustrate concepts and provide discussion opportunities in a shorter case format. Compact Cases must meet all of the guidelines for Cases, but are limited to 500-1,000 words in length (just about two single-spaced pages). Compact cases have a briefer Teaching Note (described below) instead of a full Instructor’s manual.

Teaching Note

Only Compact Cases utilise a Teaching Note. Do not utilise these guidelines for cases that exceed 1,000 words in length. The Teaching Note should contain:

• Abbreviated abstract
• Case usage (level and course)
• Learning objectives (usually one or two)
• Discussion questions (usually no more than three)
• Theory Discussion (more tightly focused than for full length case)
• Answers to Discussion Questions
• Teaching Tips/Activities
• Epilogue (if known)
• Authors must provide a structured abstract of no more than 400 words for their case, this is to be completed on the title page.  The structured abstract is to be split into the following sections; Synopsis, Research Methodology, Relevant Courses and Levels & Theoretical Basis.  Authors must also provide a minimum of 5 keywords for their case study.

Teaching note writing guide

Teaching cases submitted for publication should not have been published before in their current or substantially similar form, or be under consideration for publication with any ISSN/ ISBN registered publication. Please see Emerald’s originality guidelines for details. Authors submitting teaching cases for publication warrant that the work is not an infringement of any existing copyright and will indemnify the publisher against any breach of such warranty. For ease of dissemination and to ensure proper policing of use, papers and contributions become the legal copyright of the publisher unless otherwise agreed. The editor may make use of iThenticate software for checking the originality of submissions received.

Permissions

Prior to teaching case submission, authors must clear permission to use any content that has not been created by them. Failure to do so may lead to lengthy delays in publication. Emerald is unable to publish any content which has permissions outstanding. The rights that Emerald require evidence of clearance for, are:

• Non-exclusive rights to reproduce the material.
• Print and electronic rights.
• Worldwide English language rights.
• To use the material for the life of the work (i.e., there should be no time restrictions on the re-use of material, e.g., a one-year licence).

When reproducing tables, figures or excerpts from another source, it is expected that:

• Authors obtain the necessary written permission in advance from any third party owners of copyright for the use in print and electronic formats of any of their text, illustrations, graphics, or other material, in their manuscript. Permission must also be cleared for any minor adaptations of any work not created by them.
• If an author significantly adapts any material, the author must inform the copyright holder of the original work.
• Authors obtain any proof of consent statements.
• Authors must always acknowledge the source in figure captions and refer to the source in the reference list.
• Authors should not assume that any content which is freely available on the web is free to use. Authors should check the website for details of the copyright holder to seek permission for re-use.

Emerald is a member of the STM Association and participates in the reciprocal free exchange of material with other STM members. This may mean that in some cases, authors do not need to clear permission for re-use of content. If so, please highlight this upon submission. For more information and additional help, please follow the Permissions for your Manuscript guide.

Consent to publish – release form

All teaching cases submitted for review must include appropriate signed permissions from case Protagonists, e.g., CEO; company directors or any employee given authority by the organisation; or the person or persons under review, granting full permission to publish the case. Written permission must also be obtained if you include any material for which someone other than yourself or the case subject/protagonist, own the copyright. Please see Permissions section above for more detail. Please refer to our Consent to publish – Release Form as an example of the required release form.

Defamation / Libel

If inaccurate, unsubstantiated or emotive statements are made about organisations or people in a submitted case, Emerald reserves the right to request changes to the text from the author or to reject the case prior to publication.

Critiques and reviews of organisations, products and services are acceptable but comments must be constructive and must not:

• Expose groups or individuals to hatred, ridicule or contempt;
• Cause them to be shunned or avoided;
• Lower them in the estimation of right-thinking members of society generally;
• Disparage them in their business, trade, office or profession.

Final Submission

Authors should note that proofs are not supplied prior to publication. The manuscript will be considered to be the definitive version of the teaching case. Therefore, any requests for changes after the final submission will not be granted. The author must ensure that the final submission is complete, grammatically correct and without spelling or typographical errors.

Editor-in-Chief

• Christopher Craig Murray State University, USA [email protected]

Associate Editor

• Mike Annett MacEwan University, Canada
• Bilgehan Bozkurt Istanbul Arel University - Turkey
• David Desplaces Tommy and Victoria Baker School of Business, The Citadel, Charleston, USA - USA
• Sanjib Dutta ICFAI Business School - India
• Tulsi Jayakumar SP Jain Institute of Management and Research - India
• Ismail Karabas Murray State University - USA
• Sonia Mehrotra S.P. Mandali's Prin.L.N.Welingkar Institute of Management Development and Research - India
• Jamie O'Brien Saint Norbert College - USA
• Pamela Queen Morgan State University - USA
• Lekha Ravi Indian Maritime University - India
• Bruce Thomson MacEwan University - Canada
• Oznur Yurt The Open University - UK
• Melissa Close Emerald Publishing - USA [email protected]

Journal Editorial Office (For queries related to pre-acceptance)

• Lavanya Darvesh Emerald Publishing [email protected]

Supplier Project Manager (For queries related to post-acceptance)

• Uday Bhan Emerald Publishing [email protected]

Editorial Advisory Board

• Balaji Abraham Indian Institute of Management Ranchi - India
• Erin Bass University of Nebraska Omaha - USA
• Liza M. Coboa Missouri State University - United States
• Steve Congden University of Hartford, USA - USA
• Nada Elnahla Maynooth University School of Business - Ireland
• Kelly Fisher West Chester University, Pennsylvania, USA
• Matthew Fisher Lam Family College of Business, San Francisco State University, USA
• Bindiya Gupta Karnavati University - India
• James Hilliard Fox School of Business, Temple University, Philadelphia, USA
• Richard Hoffman Salisbury University - United States
• Sarah Holtzen Missouri Southern State University, - United States
• Patrik Hultberg Kalamazoo College, USA - USA
• George Joesph University of Massachusetts Lowell - United States
• Brooke Klassen University of Saskatchewan - Canada
• Kenneth Levitt Frostburg State University, USA - USA
• Paddy Lonergan Manchester Metropolitan University - United Kingdom
• Anne Macy Paul & Virginia Engler College of Business, West Texas A&M University, USA
• Matthew J. Mazzei Samford University - United States
• Patrick McHugh Brown University - United States
• William Naumes University of New Hampshire, USA - USA
• Richard Oxarart Murray State University - USA
• Joy Pahl St Norbert College - United States
• Kumar Ramchandani LJ Institute of Management Studies - India
• Marlene Reed Baylor University, USA
• Stuart Rosenberg Monmouth University, New Jersey, USA
• Kathryn Savage Northern Arizona University, USA - USA
• Karin Schnarr Wilfrid Laurier University, Canada
• Vivian Steinhauser Pontifical Catholic University of Rio de Janeiro, Brazil
• George (Jody) Tompson University of Tampa - United States
• Joseph Trendowski Mount St. Joseph University - USA
• Sumedha Tuteja Department of Finance, Institute of Management Studies Ghaziabad, Ghaziabad, India
• Jorge Manuel Vareda Gomes University of Lisbon, Portugal
• Al Warner Pennsylvania State University - United States
• Miriam Weismann Florida International University - USA
• Rebecca Wilson-Mah Royal Roads University, Canada - Canada
• Angela da Rocha Pontifical Catholic University of Rio de Janeiro, Brazil - Brazil

Citation metrics

CiteScore 2023

Further information

CiteScore is a simple way of measuring the citation impact of sources, such as journals.

Calculating the CiteScore is based on the number of citations to documents (articles, reviews, conference papers, book chapters, and data papers) by a journal over four years, divided by the number of the same document types indexed in Scopus and published in those same four years.

For more information and methodology visit the Scopus definition

CiteScore Tracker 2024

(updated monthly)

CiteScore Tracker is calculated in the same way as CiteScore, but for the current year rather than previous, complete years.

The CiteScore Tracker calculation is updated every month, as a current indication of a title's performance.

Publication timeline

Time to first decision

Time to first decision , expressed in days, the "first decision" occurs when the journal’s editorial team reviews the peer reviewers’ comments and recommendations. Based on this feedback, they decide whether to accept, reject, or request revisions for the manuscript.

Data is taken from submissions between 1st June 2023 and 31st May 2024

Acceptance rate

The acceptance rate is a measurement of how many manuscripts a journal accepts for publication compared to the total number of manuscripts submitted expressed as a percentage %

Data is taken from submissions between 1st June 2023 and 31st May 2024 .

The CASE Journal is abstracted and indexed by

Case writing competitions.

We partner with various organisations around the world to offer a range of case writing competitions. Our competition winners receive international recognition and a cash prize, and cases may be considered for international publication.

Find out how you can apply and details of our previous winners.

Calls for cases

Case teaching methodologies.

The CASE Journal is pleased to partner with the CASE Association to produce this special issue of research articles on the teaching case method. The purpose of this special issue is to produce a series of best-practice articles from educ...

2024 Emerald/Case for Women competition winners announced

Together with our partners The Case for Women and For...

The CASE Journal 2023 Best Case Award

Emerald Publishing and The CASE Journal are pleased to announce the winners of the 2023 Best Case award. Every year, the editorial team at The CASE Journal selects one case from the previous year's v...

Winners of the 1st Indigenous Voices Case Writing Competition announced

We are very pleased to announce the winners of the Indigenous Voices Case Writing Competition....

Winners of the 2023 Emerald/Case for Women competition

In partnership with The Case for Women, Forté, and Graduate Business Curriculum (GBC) Roundtable, Emerald Publishin...

The Case Journal 2022 Best Case award

Emerald Publishing and The CASE Journal are pleased to announce the winner of the 2022 Best Case Award. Every year, the editorial team at The CASE Journal selects one case from the previous year's volume to receive the annual Best Case A...

Changes to TCJ's Author Payment Policy

Effective immediately, TCJ is pleased to announce that we will begin paying all cases $100 upon publication. The decision to update our author payment policy coincides with the renewal of TCJ's collaboration with our long-time partner, The CASE As...

Winners of the 2021 TCJ Compact Case Competition

Emerald Publishing and The CASE Journal are pleased to announce the winners of the 2021 TCJ Compact Case Competition. Unlike traditional 8 - 10 page case study narratives, compact cases are designed to be read in 15 minutes; allowing an ...

2020 CASE/Emerald Best Case Award winner announced

The CASE Association have recently announced the winner of the 2020 CASE/Emerald Best Case Award. Criteria included: Quality of the case based on: Engaging writing style ...

TCJ Editorials

Recent editorials from TCJ: Case r...

The CASE Journal accepted into Scopus

We’re delighted to let you know that TCJ has been accepted into Scopus.  This is fantastic news, endorsing the quality of our content, and an important step in cases being acknowledged as a valuable academic contribution and a fantastic refle...

2018 CASE/Emerald Best Case Award Winner Announced in Delaware

The CASE Association recently announced the winner of the 2018 CASE/Emerald Best Case Award during The CASE Association’s 2019 Annual Meeting in Wilmington, Delaware. Criteria included: Quality of the case bas...

The CASE Journal welcomes compact cases for publication

Components of a compact case.

Compact Cases are intended to be no more than 1,000 words in length (about two single-spaced pages).  Keep this in mind as you write by watching the word count as you write.  In Microsoft Word, the word count can be viewed in the bottom ...

Literati awards

The CASE Journal - Literati Award Winners 2024

We are pleased to announce our 2024 Literati Award winners. Outstanding Case Bad apples or poisonous tree? Corporate culture...

The CASE Journal (the official journal of The CASE Association) presents students with a modern interpretation of discussion-based teaching, and equips the next generation of business professionals with the acumen to solve strategic problems in enterprise.

Aims and scope

The CASE Journal (TCJ) invites submission of the following:

• Cases: TCJ publishes factual teaching cases spanning the full spectrum of business and management disciplines. 
• Compact cases: These cases must be factual and are limited to 500-1,000 words. The goal is to make cases accessible, readable and more engaging for students. 
• New forms: TCJ is interested in exploring new types of cases that go beyond the conventional models. Cases utilising innovative technology or twists on traditional formats are welcome. 
• Articles and conceptual papers: TCJ also invites submissions of articles relating to case teaching, case writing, case reviewing, and similar topics. Conceptual papers and papers reporting original research as well as the applied implications of others’ research in terms of case teaching, research, and instruction are welcome, as are creative learning, research and writing methods that have been tested in the classroom or in practice, including critical incidents and industry or technical notes.

All cases must be accompanied by an Instructor’s Manual providing the target audience, relevant theoretical concepts or models, research methodology, discussion questions, and suggested responses and teaching strategies.

Dr Christopher Craig, Editor in Chief, introduces The CASE Journal:

Virtual special issues

Compact cases - virtual issue.

Unlike traditional 8-10-page case study narratives, compact cases, which can be read in 15 minutes, allow for an immediate classroom discussion around a single theme.

Responsible consumption – virtual issue

Find out more about our virtual special issue on responsible consumption.

This title is aligned with our responsible management goal

We aim to champion researchers, practitioners, policymakers and organisations who share our goals of contributing to a more ethical, responsible and sustainable way of working.

Related journals

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About the IJCSM

The International Journal of Case Studies in Management (IJCSM ) is the only peer-reviewed journal (double-blind review process) that publishes cases in French and English that are international in scope, accompanied by detailed teaching notes and cover all fields of management.

The IJCSM is available exclusively in electronic format. Four issues are generally published each year, with each one featuring between 4 and 7 cases. Cases are made available online as soon as they are accepted for publication.

The editorial process, from the time of submission to the online publication of the case accepted for publication, generally takes between 8 and 12 months.

Cases published in the IJCSM are deposited in the HEC Montréal Case Centre e-Catalogue. Cases are distributed and commercialized via the HEC Montréal Case Centre’s principal business partners , notably Harvard Business Publishing and eValorix. Case study authors receive royalties from the sale of their cases of up to 50% of the net revenue paid to the Case Centre by its business partner.

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• 08 Jul 2024

The Critical Computer Science Principles Every Strategic Leader Needs to Know

Technology is such an integral part of so many industries now that business executives can't afford to leave all the digital know-how to their tech teams. Andy Wu explains the five essential principles of computer science that all leaders need to grasp to gain an edge.

• 25 Jun 2024

Rapport: The Hidden Advantage That Women Managers Bring to Teams

Lack of communication between managers and their employees can hurt productivity and even undermine the customer experience. Female managers are more adept at building rapport among mixed-gender teams, which can improve an organization’s performance, says research by Jorge Tamayo.

• 18 Jun 2024

How Natural Winemaker Frank Cornelissen Innovated While Staying True to His Brand

In 2018, artisanal Italian vineyard Frank Cornelissen was one of the world’s leading producers of natural wine. But when weather-related conditions damaged that year’s grapes, founder Frank Cornelissen had to decide between staying true to the tenets of natural wine making or breaking with his public beliefs to save that year’s grapes by adding sulfites. Harvard Business School assistant professor Tiona Zuzul discusses the importance of staying true to your company’s principles while remaining flexible enough to welcome progress in the case, Frank Cornelissen: The Great Sulfite Debate.

• 04 Jun 2024

Navigating Consumer Data Privacy in an AI World

Consumers expect companies to do everything they can to protect their personal data, but breaches continue to happen at an alarming rate. Eva Ascarza and Ta-Wei Huang say companies must take bold steps to proactively manage customers’ sensitive data if they want to earn trust and remain competitive.

• 07 May 2024

Lessons in Business Innovation from Legendary Restaurant elBulli

Ferran Adrià, chef at legendary Barcelona-based restaurant elBulli, was facing two related decisions. First, he and his team must continue to develop new and different dishes for elBulli to guarantee a continuous stream of innovation, the cornerstone of the restaurant's success. But they also need to focus on growing the restaurant’s business. Can the team balance both objectives? Professor Michael I. Norton discusses the connections between creativity, emotions, rituals, and innovation – and how they can be applied to other domains – in the case, “elBulli: The Taste of Innovation,” and his new book, The Ritual Effect.

• 26 Apr 2024

Deion Sanders' Prime Lessons for Leading a Team to Victory

The former star athlete known for flash uses unglamorous command-and-control methods to get results as a college football coach. Business leaders can learn 10 key lessons from the way 'Coach Prime' builds a culture of respect and discipline without micromanaging, says Hise Gibson.

• 02 Apr 2024
• What Do You Think?

What's Enough to Make Us Happy?

Experts say happiness is often derived by a combination of good health, financial wellbeing, and solid relationships with family and friends. But are we forgetting to take stock of whether we have enough of these things? asks James Heskett. Open for comment; 0 Comments.

Employees Out Sick? Inside One Company's Creative Approach to Staying Productive

Regular absenteeism can hobble output and even bring down a business. But fostering a collaborative culture that brings managers together can help companies weather surges of sick days and no-shows. Research by Jorge Tamayo shows how.

• 12 Mar 2024

Publish or Perish: What the Research Says About Productivity in Academia

Universities tend to evaluate professors based on their research output, but does that measure reflect the realities of higher ed? A study of 4,300 professors by Kyle Myers, Karim Lakhani, and colleagues probes the time demands, risk appetite, and compensation of faculty.